Mitchell G. Rothstein, Ronald J. Burke and Julia M. Bristor
This study investigated a series of hypotheses stemming from Ibarra's (1993) proposed conceptual framework for understanding differences between women's and men's interpersonal…
Abstract
This study investigated a series of hypotheses stemming from Ibarra's (1993) proposed conceptual framework for understanding differences between women's and men's interpersonal networks. Using a sample of 112 managers, we examined differences between women's and men's network structural characteristics, and the relationships between these characteristics and support benefits obtained. Consistent with Ibarra, we found that certain network characteristics varied considerably between women and men managers. Women and men tended to belong to different networks in their organizations. Although both groups obtained similar amounts of support from their networks, women managers received their support from substantially different networks, characterized by lower levels of status and power in their organizations. Results are interpreted with respect to Ibarra's theoretical propositions concerning differences between women's and men's networks in organizations.
Mitchell G. Rothstein and Liane M. Davey
Examines gender differences in networking characteristics andbenefits in a sample of university faculty. Generates hypotheses fromIbarra′s theoretical framework for explaining…
Abstract
Examines gender differences in networking characteristics and benefits in a sample of university faculty. Generates hypotheses from Ibarra′s theoretical framework for explaining differences between women′s and men′s interpersonal networks. Finds significant differences between women and men, but, contrary to Ibarra′s theory of interpersonal networks, some of these differences favour women.
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Ronald J. Burke, Mitchell G. Rothstein and Julia M. Bristor
Presents descriptive information on interpersonal networks, bothinside and outside of one′s organization, among managerial andprofessional women and men. Sex differences were also…
Abstract
Presents descriptive information on interpersonal networks, both inside and outside of one′s organization, among managerial and professional women and men. Sex differences were also examined. Data were collected from 57 women and 55 men in early and mid‐career stages using questionnaires. Respondents indicated an average of 4.9 individuals in their inside networks and 2.8 individuals in their outside networks. There was a higher percentage of men in both networks, but the difference was smaller in outside than in inside networks. Respondents interacted with inside and outside network members about once a week. Inside network members held staff rather than line jobs, were at slightly higher organizational levels and were only modestly connected to powerful organizational leaders. Outside networks consisted mostly of friends and spouses. The networks of women and men had some differences. Women′s networks contained more women than did men′s networks. Women also received a greater number of developmental functions from their outside network, with a similar tendency from their inside network as well.
Ronald J. Burke, Julia M. Bristor and Mitchell G. Rothstein
Describes an exploratory study to examine the interpersonalnetworks of managerial women and men. Women and men indicated allpotentially supportive relationships they had both…
Abstract
Describes an exploratory study to examine the interpersonal networks of managerial women and men. Women and men indicated all potentially supportive relationships they had both inside and outside their organizations. Data were collected from 57 women and 55 men using questionnaires. Includes also potential antecedents of such relationships (individual demographic, work environment), consequences (job satisfaction, career success, job involvement) and network characteristics (number of individuals, frequency of interactions, development functions provided). Finds that all respondents indicate having network members both inside and outside their organizations. Insiders are more numerous than outsiders. Finally hierarchical regression analyses indicate few effects of developmental functions from network members on work and career outcomes when personal and work setting characteristics are controlled.
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The difficulties that MR poses for comparativists were anticipated 40 years ago in Sidney Verba's essay “Some Dilemmas of Comparative Research”, in which he called for a…
Abstract
The difficulties that MR poses for comparativists were anticipated 40 years ago in Sidney Verba's essay “Some Dilemmas of Comparative Research”, in which he called for a “disciplined configurative approach…based on general rules, but on complicated combinations of them” (Verba, 1967, p. 115). Charles Ragin's (1987) book The Comparative Method eloquently spelled out the mismatch between MR and causal explanation in comparative research. At the most basic level, like most other methods of multivariate statistical analysis MR works by rendering the cases invisible, treating them simply as the source of a set of empirical observations on dependent and independent variables. However, even when scholars embrace the analytical purpose of generalizing about relationships between variables, as opposed to dwelling on specific differences between entities with proper names, the cases of interest in comparative political economy are limited in number and occupy a bounded universe.2 They are thus both knowable and manageable. Consequently, retaining named cases in the analysis is an efficient way of conveying information and letting readers evaluate it.3 Moreover, in practice most producers and consumers of comparative political economy are intrinsically interested in specific cases. Why not cater to this interest by keeping our cases visible?
Gillian King, Nicole Thomson, Mitchell Rothstein, Shauna Kingsnorth and Kathryn Parker
One of the major issues faced by academic health science centers (AHSCs) is the need for mechanisms to foster the integration of research, clinical, and educational activities to…
Abstract
Purpose
One of the major issues faced by academic health science centers (AHSCs) is the need for mechanisms to foster the integration of research, clinical, and educational activities to achieve the vision of evidence-informed decision making (EIDM) and optimal client care. The paper aims to discuss this issue.
Design/methodology/approach
This paper synthesizes literature on organizational learning and collaboration, evidence-informed organizational decision making, and learning-based organizations to derive insights concerning the nature of effective workplace learning in AHSCs.
Findings
An evidence-informed model of collaborative workplace learning is proposed to aid the alignment of research, clinical, and educational functions in AHSCs. The model articulates relationships among AHSC academic functions and sub-functions, cross-functional activities, and collaborative learning processes, emphasizing the importance of cross-functional activities in enhancing collaborative learning processes and optimizing EIDM and client care. Cross-functional activities involving clinicians, researchers, and educators are hypothesized to be a primary vehicle for integration, supported by a learning-oriented workplace culture. These activities are distinct from interprofessional teams, which are clinical in nature. Four collaborative learning processes are specified that are enhanced in cross-functional activities or teamwork: co-constructing meaning, co-learning, co-producing knowledge, and co-using knowledge.
Practical implications
The model provides an aspirational vision and insight into the importance of cross-functional activities in enhancing workplace learning. The paper discusses the conceptual and empirical basis to the model, its contributions and limitations, and implications for AHSCs.
Originality/value
The model’s potential utility for health care is discussed, with implications for organizational culture and the promotion of cross-functional activities.
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Tom Bellairs, Jonathon R. B. Halbesleben and Matthew R. Leon
Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government…
Abstract
Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.
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Danielle D. King, Richard P. DeShon, Cassandra N. Phetmisy and Dominique Burrows
In this chapter, the authors present a conceptual perspective on resilience that is grounded in self-regulation theory, to help address theoretical, empirical, and practical…
Abstract
In this chapter, the authors present a conceptual perspective on resilience that is grounded in self-regulation theory, to help address theoretical, empirical, and practical concerns in this domain. Despite the growing popularity of resilience research (see Linnenluecke, 2017), scholars have noted ongoing concerns about conceptual confusion and resulting, paradoxical, stigmatization associated with the label “resilience” (e.g., Adler, 2013; Britt, Shen, Sinclair, Grossman, & Klieger, 2016; Luthar, Cicchetti, & Becker, 2000). The authors seek to advance this domain via presenting a clarified, theoretically grounded conceptualization that can facilitate unified theoretical advancements, aligned operationalization, research model development, and intervention improvements. Resilience is defined here as continued, self-regulated goal striving (e.g., behavioral and/or psychological) despite adversity (i.e., after goal frustration). This self-regulatory conceptualization of resilience offers theoretically based definitions for the necessary conditions (i.e., adversity and overcoming) and outlines specific characteristics (i.e., unit-centered and dynamic) of resilience, distinguishes resilience from other persistence-related concepts (e.g., grit and hardiness), and provides a framework for understanding the connections (and distinctions) between resilience, performance, and well-being. After presenting this self-regulatory resilience perspective, the authors outline additional paths forward for the domain.
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Allan H. Church and Janine Waclawski
Data collected from 319 senior executives and 2477 of their subordinates from a global diversified organization were used to explore the impact of differences in individual…
Abstract
Data collected from 319 senior executives and 2477 of their subordinates from a global diversified organization were used to explore the impact of differences in individual personality orientation on the processes by which these individuals enable their workgroups. Personality orientation was defined in terms of self‐ratings on four distinct groupings derived from a k‐means cluster analysis of self‐ratings on the Myers‐Briggs Type Indicator and the Kirton Adaptation Inventory. Perceptions of enablement and ratings of executive behavior were based on questionnaires completed by subordinates. Although no differences were found with respect to the overall degree of enablement experienced by subordinates, personality orientation did affect the specific behaviors employed by executives to enable others and the degree of managerial self‐awareness exhibited (operationalized as congruence in self vs. subordinates' ratings). Implications and suggestions for future research are discussed.