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Organizational attention is an underdeveloped construct that can account for a variety of organizational phenomena. Attention is the means by which individuals select and process a limited amount of input from the enormous amount of internal and environmental inputs bombarding the senses, memories and other cognitive processes. This article develops a coherent theory of organizational attention, drawing on Cornelissenșs domain-interactive metaphor model. Topics that form the building blocks of individual attention research, including selective and divided attention, automatic versus controlled processes, attention and memory, attention and learning, are examined in terms of their applicability to the organizational context.

The purpose of this paper is to propose and test a model that uses “organizational attention” as an explanatory factor of knowledge transfer, and apply it to firms pursuing a replication strategy – like McDonalds or Starbucks.

Data were collected from three coffee chains, empirical findings that operationalize and illustrate their different attention profiles are presented, and differences in their replication outcomes are demonstrated. The paper concludes with some qualitative analyses of the linkages between attention and replication success.

Each chain has a different attention profile, reflected in varying attention to knowledge sources and domains. These profiles are found to be consistent with each three outcome measures of each chain's replication strategy – namely uniformity, accuracy, and distinctiveness.

The paper extends prior understanding of the knowledge based view of the firm, organization, learning, cognitive limits, attention, and templates into an explanatory model of the process of knowledge flows, selection, and effectiveness in implementing replication strategies in service firms.

The proposed model is a pioneering examination of the influence of organizational attention on exploiting knowledge as a strategic resource; and specifically on three indications of the success of the replication strategy, namely accuracy, uniformity, and distinctiveness.

This study attempts to analyze the structure of work commitment by delineating and classifying the content areas that constitute the conceptual space of the work commitment domain.

Building on the work commitment literature, the present study considers the identified forms of work commitment, but goes beyond these forms to explore a basic conceptual structure of the domain.

The findings indicated that multiple commitment measures provide more comprehensive information concerning individuals' work commitment than a single general measure. Specifically, facet analysis provides an important tool for researchers to understand the structure of work commitment.

The multifaceted approach employed in this study enabled the designing and empirical testing of a structural definitional framework of work commitment, which despite growing interest, lacks such a definition. Only two of the three possible facets were examined. Future research may use the complete definitional framework in order to systematically develop an empirical tool that will represent all three facets and their elements.

The paper's aim is to examine how the relationships between career commitment, organizational commitment and intentions to leave, an indicator of worker well‐being, were moderated by ease of movement and sector affiliation.

The sample consisted of 340 knowledge workers (107 low‐tech, 233 high‐tech), that anonymously filled in a structured questionnaire, that included measures of organizational commitment, career commitment, perceived ease of movement, sector affiliation and intention to leave.

Analysis of the questionnaires showed that organizational commitment, unlike career commitment, is related to intentions to leave regardless of other personal or structural considerations. By contrast, ease of movement and sector affiliation moderated the relationship between career commitment and intentions to leave.

Understanding the differences between career commitment and organizational commitment, employers, especially in the high‐tech sector, should advance employees’ organizational commitment.

The intention to leave one's present place of work is a widespread phenomenon, particularly among knowledge workers. Although organizational commitment as an antecedent variable appears in many turnover intention models, career commitment has been investigated much less frequently. The current study attempts to fill this gap.

The purpose of this paper is to explore the impact of corporate social responsibility (CSR) engagement on employee motivation, job satisfaction and organizational identification as well as employee citizenship in voluntary community activities.

Employees (n=224) of a major airline carrier participated in the study based on a 54‐item questionnaire, containing four different sets of items related to volunteering, motivation, job satisfaction and organizational identification. The employee sample consisted of two sub‐samples drawn randomly from the company pool of employees, differentiating between active participants in the company's CSR programs (APs) and non participants (NAPs).

Significant differences were found between APs and NAPs on organizational identification and motivation, but not for job satisfaction. In addition, positive significant correlations between organizational identification, volunteering, job satisfaction, and motivation were obtained. These results are interpreted within the broader context that ties social identity theory (SIT) and organizational identification increase.

The paper contributes to the understanding of the interrelations between CSR and other organizational behavior constructs. Practitioners can learn from this study how to increase job satisfaction and organizational identification. Both are extremely important for an organization's sustainability.

This is a first attempt to investigate the relationship between CSR, organizational identification and motivation, comparing two groups from the same organization. The paper discusses the questions: “Are there potential gains at the intra‐organizational level in terms of enhanced motivation and organizational attitudes on the part of employees?” and “Does volunteering or active participation in CSR yield greater benefits for involved employees in terms of their motivation, job satisfaction and identification?”.

This article examines the dialectics of wrongful life and wrongful birth claims in Israel from 1986 until 2012. In May 2012 Israeli Supreme Court declared that while wrongful birth claims were still permitted, wrongful life claims were no longer accepted in a court of law. The article examines the conditions that allowed for and supported the expansion of wrongful life/birth claims until 2012. The article identifies two parallel dynamics of expansion: a broadening of the scope of negligent conduct and a view of milder forms of disabilities as damage that merits compensation. The article further suggests four explanations for such doctrinal evolution, two of which emanate from doctrinal ambiguities and the other two are rooted in social factors that have shaped the meaning of disability as a tragedy and state of inferiority. While recent developments seem promising, the article concludes with a word of caution. Such changes may reproduce past injustices mainly because the compensation mechanism has remained an individual-torts based one, which may run counter to the broader struggle for social change for disabled people.

The purpose of this paper is to examine the mediating and moderating roles of perceived supervisor legitimacy in the association between perceived supervisor motivating styles and subordinate functioning. Specifically, based on Self-Determination Theory (SDT), two supervisory motivating styles were examined: the autonomy-supportive style, characterized by nurturing employees’ inner motivational resources, and the controlling style, in which supervisors pressure their employees to behave in specific manager-directed ways. Legitimacy was defined according to the Relational Model of Authority (RMA).

An online survey was administered to a sample of 252 employees. Moderation and mediation analyses were conducted to test the hypotheses.

The autonomy-supportive motivating style, but not the controlling style, was linked to employee work-related outcomes (i.e. job satisfaction, commitment, engagement, burnout, and depression) through perceived legitimacy. Legitimacy buffered the negative impact of the controlled orientation on burnout and depression.

Taken together, the results suggest that legitimacy as a resource may be enhanced by autonomy support and can also minimize the harmful consequences of controlling supervisory behaviors. The theoretical implications of integrating SDT with RMA and the practical implications of these findings are discussed.

The purpose of this paper is to develop a model in which leadership styles (transformational or transactional leadership) directly and indirectly (through occupation perception) affect teacher performance (in-role performance and organizational citizenship behavior (OCB)).

The research hypothesis holds that the leadership style (transformational or transactional) has a direct and indirect effect on teacher performance (through occupation perception). These hypotheses have been tested on data collected from 630 Arab Israeli teachers.

Teachers’ in-role performance increases as they perceive their principals’ leadership style as more transformational and less transactional. In addition, the results reveal that the effect of transformational principals’ leadership style on OCB is expressed only by indirect effect (through occupational perception).

The results of the study contribute to the understanding of the way leadership style and performance interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.