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The Australian brewing sector has been subject to ever‐increasing concentration over recent years. Yet one firm, Coopers Brewery of South Australia, has managed to expand its market share in a highly competitive trading environment. This paper aims to consider how Coopers, one of the few family firms “of stature” in that sector, has succeeded.

The paper adopts a case‐study approach to illustrate the various factors which have contributed to the firm's success. Fieldwork took place at Coopers' headquarters in Adelaide and secondary data sources are also drawn upon.

With fifth‐generation family members in charge at the company, Coopers has been able to distinguish itself from its main competitors in the sector, two multinational conglomerates with a combined market share of around 90 per cent. Coupled with investment in production facilities, the case‐study firm's expansion into new domestic and international markets has proved to be profitable. Part of Coopers' success lies in the niche marketing strategies it has employed – strategies which emphasise the company's unique products and stress their history and traditions. The concept of the extended family is highlighted through the company's approach to its consumers and staff members. Philanthropic activities also enhance the company's reputation in the community at large.

For managers, the case provides clear indications of the various successful niche marketing strategies which a family business in the brewing sector has adopted.

The case provides evidence of how one company has been able to draw on its traditions whilst at the same time maintaining its relevance to the market.

The growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.

A novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.

Misfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.

Implications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.

This study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

This study aims to test the propositions of socialization resources theory, specifically focusing on social capital resources and their prediction of proximal (relational learning) and distal (job satisfaction and intent to quit) outcomes. The authors include the job design characteristic of job autonomy as a moderator of these associations.

Cheung et al.’s (2021) four-step SEM procedure was used to test our mediation, moderation and moderated mediation hypotheses. The sample consisted of newcomers (N = 175) measured at two time points.

The results support the proposed model. Relational learning mediates the associations between social capital resources and outcomes; the utility of these social capital resources is stronger when job autonomy is lower.

Organizations can use social capital resources to reduce newcomers' uncertainty during socialization, facilitating learning and positive outcomes. Organizations should also carefully consider the amount of job autonomy they grant to newcomers, as too much can be detrimental.

Despite the acknowledged importance of workplace resources and relationships, few studies have focused on social resources provided during socialization. Moreover, job design is rarely included in socialization research, despite its influence on workplace processes. Thus, this study provides information about two novel areas of investigation: socially-oriented socialization resources and the impact of job autonomy.

Being different from others can be stressful, and this may be especially salient for newcomers during organizational socialization when they may be expected to fit in. Thus, drawing on conservation of resources theory, the authors examine the effects of newcomers' individual differentiation on their subsequent emotional exhaustion.

The authors test a multiple mediation model with data from 161 UK graduates collected at three times using structural equation modeling.

The results largely support the hypotheses, identifying individual differentiation as a motivational resource associated with the proactive behavior of changing work procedures. In turn, changing work procedures links with the personal resource of positive affect, which facilitates the relational resource of social acceptance and predicts lower emotional exhaustion. Individual differentiation predicts lower social acceptance also, but not via monitoring as anticipated.

The results provide novel insights into the effects of individual differentiation on emotional exhaustion in the context of organizational socialization. The study highlights that, while newcomers high in individual differentiation face depletion of the relational resource of social acceptance, they can still adjust well and avoid emotional exhaustion through changing work procedures to foster positive affect.

The current study examines the effect of socialization on the inculcation of professional accounting values. Three sources of socialization are examined: public accounting firms, non-public accounting firms (industry) and accounting professional associations. Specifically, the study compares the professionalism of public and industry accountants. Consistent with expectations, the results suggest that public accountants have stronger beliefs in professional autonomy and self-regulation than industry accountants, and that industry accountants have stronger beliefs in professional affiliation, social obligation and professional dedication than public accountants. It was hypothesized that while professional associations promote all professional values, public accounting firms and industry have different promoting priorities. Public accounting firms foster beliefs in self-regulation and professional autonomy while industry opposes these values, resulting in public accountants having stronger beliefs in these values. Conversely, it was posited that industry encourage beliefs in professional affiliation, social obligation and professional dedication to a greater extent than public accounting firms. The result is that the industry accountants have stronger beliefs in these values than the public accountants. Investigating these issues increase understanding of the importance of the socialization process fostering accounting professional values and identifying areas of potential conflict and reinforcement accountants face when working in public accounting and industry.

With organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).

Survey data were collected at three time points from 161 UK university alumni.

The analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.

HR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers’ individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.

The study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

Workplace bullying involves a power imbalance, and despite laws in New Zealand which prohibit discrimination on the grounds of gender, women remain under-represented in top-level roles. The aim of the study was to examine whether gender and role (managerial/non-managerial) were related to the bullying experienced by women and men.

An online survey collected data from 991 (41%) men and 1,421 (59%) women. The survey provided a definition of bullying and asked participants whether they had been bullied at work. If they replied yes, then follow-up questions asked for the gender and role of the perpetrator.

Women were more likely than men to self-identify as having been bullied. Male employers, senior managers, middle managers, supervisor and peers bullied men and women about equally, whereas women bullied women far more than they bullied men. The largest group of bullies of women were female peers, who rarely bullied male peers, while male peers bullied both genders about equally. Female clients bullied female staff but almost never male staff; male clients bullied both men and women but the numbers were small.

These data relied on self-report, and people may be reluctant to identify themselves as targets or may not recognize that the negative behaviours they have been facing amount to bullying. Qualitative data can help explore these issues from societal, organizational and policy perspectives.

While men and women may differ in how often they recognize or admit to having been bullied, the gendered nature of power in the workplace is well established and reinforced in the findings here. It is clear that organizational leaders, both male and female, need to understand gender and power imbalance and act as role models. Currently, the authors’ findings show that the behaviour of at least some of those at the top of New Zealand organizations needs to improve.

The problem of bullying at work will not be easy to solve. The solutions lie, not with “fixing” individuals via training, stress management and well-being programmes but with effective systems, procedures, policies and leadership that recognize the power dynamics at work.

Little is known at present about the relationships between gender and bullying behaviour. The paper focusses on who bullies whom in the workplace and finds that men tend to bully both men and women while women tend to bully women. Importantly, the authors’ works suggest that instead of structural and organizational measures to manage bullying, greater initiatives to manage bullying need to consider how gender and power dynamics interact at work.

The purpose of this paper is to apply and test a theory specifying which resources are most important for employee engagement. Specifically, this paper draws on resource theory to outline six resources (love, status, services, information, goods, money) provided by the organization that employees will exchange for engagement.

The paper’s main focus is theoretical, outlining how resource theory provides a more nuanced classification and understanding of the workplace antecedents of engagement. Specifically, engagement is proposed to represent love as a resource, since engagement represents the whole-hearted investment of oneself. Thus, employees will exchange engagement for employer resources that similarly denote individual warmth and caring. The resource classification is assessed using engagement data from IBM NZ (n=13,929).

The theoretical analysis identifies eight workplace resources, five of which are proposed to be exchanged for engagement: mission, vision and values; opportunities for development; supportive leadership; job resources; and teamwork. Subsequent empirical analysis of IBM NZ data identified three similar constructs, with two being stronger predictors of employee engagement: learning and development; and vision and purpose. This provides some initial support for the application of resource theory to engagement.

Resource theory enables the identification of specific resources that will more strongly facilitate engagement: those which demonstrate warmth and caring for the employee.

Resource theory adds specificity in identifying which workplace resources will be exchanged for engagement, and therefore extends existing models of engagement, and is valuable for future employee engagement research and practice.

This study aims to identify and classify the range of antecedents of counterproductive knowledge behavior (CKB) to provide a better understanding of their implications for addressing CKB.

The study includes three studies. Using meta-analysis (Study 1) and meta-synthesis (Study 2), the authors reviewed extant primary quantitative and qualitative studies to aggregate information on the antecedents of CKB identified to date. In Study 3, these antecedents were modeled schematically by using the matrix of cross-impact multiplications (MICMAC) analysis.

The meta-analysis and meta-synthesis (Studies 1 and 2) yielded 28 antecedents of CKB. These were categorized into five groups of characteristics, relating to the workplace, leadership, interpersonal, individual differences and knowledge. Then, in Study 3, the antecedents were categorized according to their interrelatedness and strength of effects (using four quadrants comprising autonomous, dependence, driving and linkage factors).

This study takes an integrative approach to the CKB literature, both by aggregating underlying constructs (knowledge hoarding, hiding, etc.) and in aggregating quantitative and qualitative literature. This prevents silos and integrates knowledge across a range of CKB studies. Besides, the authors reveal the relative role of antecedents by modeling them.

The happy-productive worker hypothesis posits that employee well-being is an important factor in work performance. Educational institutions around the world are facing both internal and external pressures to integrate sustainability into their practices, with the goal of protecting the planet and ultimately boosting profits. This paper explores the potential wider benefits of sustainability, including its relationship with employee well-being and performance, by investigating the influence of organisational sustainability on the happy-productive worker hypothesis.

Educational institution employees from the UAE and USA (n = 199; 66.3% teachers) completed an online questionnaire measuring their well-being, perceptions of their organisations’ environmental sustainability and three self-reported job performance measures (task performance, contextual performance and counter-productive workplace behaviours). Regression and mediation analyses were conducted to test hypothesised relationships.

Both well-being and sustainability were positively associated with work performance. Furthermore, sustainability accounted for additional variance in performance beyond that accounted for by well-being. Sustainability partially mediated the relationship between well-being and performance, providing evidence of the importance of sustainability in the workplace.

This study contributes to an emerging field by investigating the relationship between an organisation’s sustainability and benefits of this for employees in terms of well-being as well as work performance. The findings provide further support for the happy-productive worker hypothesis and also the first evidence that educational institutions’ sustainability can mediate this relationship.