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Publisher: Emerald   (Total: 310 journals)

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J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 7, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 3)
J. of Organizational Change Management     Hybrid Journal   (Followers: 21, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 6)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 6, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 19, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 11, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 13, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 8, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 6, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 19, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 1150, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 769, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 876, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 783, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 6, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 1)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 18, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 14, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 693, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 264, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 305, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 5, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 8, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 31, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 385, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 1, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 32, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 12, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 8)
Reference Services Review     Hybrid Journal   (Followers: 27, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 12, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 17, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 7)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 1, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 3, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 5)
Strategic Direction     Hybrid Journal   (SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 18, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 8, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 213, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 924, SJR: 0.799, h-index: 23)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.433, h-index: 20)
The TQM J.     Hybrid Journal   (Followers: 2, SJR: 0.712, h-index: 35)

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Journal Cover   Personnel Review
  [SJR: 0.876]   [H-I: 36]   [10 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [310 journals]
  • Review of Keone, B., Garsten, C. and Galais, N. (eds.) (2014) Management
           and Organization of Temporary Agency Work
    • Authors: Gary Slater
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:53:12 GMT
      DOI: 10.1108/PR-09-2014-0212
  • The impact of organizational culture on competitiveness, effectiveness and
           efficiency in Spanish-Moroccan international joint ventures
    • Authors: M.Elena Gómez-Miranda, M.Carmen Pérez-López, Eva Argente-Linares, Lázaro Rodríguez-Ariza
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015. Purpose The characteristics of a particular organizational culture may affect performance in achieving the objectives of international joint ventures (IJVs), a type of partnership that is often used in international business relations between developed and emerging countries. The main aim of this paper is to analyse whether the underlying dimensions that characterize organizational culture in these countries may affect firms’ performance, specifically their competitiveness, effectiveness and efficiency Design/methodology/approach The survey conducted for this study was addressed to Spanish-Moroccan IJVs trading in Morocco. The research hypotheses were tested using multivariate analysis techniques (exploratory factor analysis and linear regression model). Findings Based on information provided by the CEOs of Spanish-Moroccan IJVs between small to medium-sized firms, the present study shows that levels of competitiveness, effectiveness and/or efficiency in these organizations are influenced by the involvement of staff in management, the degree of centralization of decision taking and the firms’ emphasis on results or on procedures. Practical implications This research contributes to the knowledge of the main factors related to the organizational culture of joint ventures that influence competitiveness, effectiveness and efficiency achieved. Originality/value The value provided by this research lies in the sample examined, in its focus on a very common type of partnership between SMEs, which has been little studied previously, and in the fact that the results obtained are extensible to other realities, such as partnerships between European companies and those from countries with similar characteristics (located in Africa or in countries where an Arab culture prevails).
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:53:00 GMT
      DOI: 10.1108/PR-07-2013-0119
  • The dynamics of managing people in the diverse cultural and institutional
           context of Africa
    • Authors: Ken Kamoche, Lisa Quixin Siebers, Aminu Mamman, Aloysius Newenham-Kahindi
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:52:54 GMT
      DOI: 10.1108/PR-01-2015-0002
  • Nancy Harding (2013) On Being At Work. The Social Construction of the
           Employee. Routledge: New York and London.
    • Authors: Ingo Winkler
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:52:49 GMT
      DOI: 10.1108/PR-11-2014-0257
  • Managing sustainable development through people: implications for
           multinational enterprises in developing countries
    • Authors: Aloysius Newenham-Kahindi
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015. Purpose In this paper, we attempt to answer specific research questions by investigating two case studies which involve large global mining multinational enterprises (MNEs) and how they implement sustainable development programs across rural communities in Tanzania. We specifically examine how MNEs use internal stakeholders that is employees, as intermediaries, to influence external stakeholders, the local communities, to address social problems. Design/methodology/approach We use an exploratory research method which involves MNEs and eighteen communities in western Tanzania as our cases. Semi-structured interviews, observation, and the use of relevant archival documents was used to collect data. Findings This study suggests that, if MNEs are to leverage sustainability initiatives in rural communities, they must consider implementing a locally oriented strategy in their overall business activities that incorporates meaningful engagement initiatives with their employees and with the communities. Research limitations/implications Despite our study was limited to one country, our results point to the importance of incorporating the role of community institutional environments’ influence over MNEs sustainability activities which could be generalized to other developing countries such as our case study of Tanzania. Originality/value This paper contributes to the nascent but growing literature on the role of business in the community, how employees as intermediaries facilitate effective CSR in communities, and the overall impact of community institutional environment on businesses. We provide some practical policy implications related to MNE-community relationships in developing countries.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:52:47 GMT
      DOI: 10.1108/PR-07-2013-0121
  • Examining the relationship between individual perceptions of control and
           contemporary career orientations
    • Authors: Olusegun Babalola, Nealia Sue Bruning
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015. Purpose Contemporary careers research suggests that individuals are more likely to be proactive about their careers when they possess an internal, rather than an external locus of control. This study adopts the view that individuals can be both external and proactive depending on whether or not they possess an incremental implicit theory. Design/methodology/approach Self-administered surveys were completed by 127 employed individuals in Nigeria. These surveys were used to gather information on individuals' external locus of control, protean and boundaryless career orientations and implicit theory beliefs. Findings Results indicated partial support for positive relationships between external locus of control and contemporary career orientations and that an incremental implicit theory can have a positive moderating effect on the relationship between an external locus of control belief in chance and the values-driven protean career orientation. Research limitations/implications The study was based on a cross-sectional study in one time period and all information was self-report. Practical implications The results suggest that HR managers that operate in global environments should consider the importance of individual implicit theory and on career orientations and take a broader view of the role of internal and external locus of control. Originality/value This study is unique in the examination of positive relationships between implicit theory, external locus of control and contemporary career orientations. Furthermore, the study examines these relationships in an unstable and unpredictable work environment context, Nigeria, where such positive relationships are highly necessary to improve the career self-management of individuals.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:52:45 GMT
      DOI: 10.1108/PR-09-2013-0167
  • Leadership in Africa: rethinking development
    • Authors: Vanessa Iwowo
      Abstract: Personnel Review, Volume 44, Issue 3, April 2015. Purpose The subject of Leadership in Africa is an increasingly pertinent one that has been approached from various stand-points. Mainstream theoretical perspectives have shaped contemporary learning interventions on the continent, but are increasingly challenged by African renaissance views that critique this approach as a form of western ideological hegemony and an extension of the colonial project. However alongside this debate, the issue of how to effectively address the issue of leadership ‘under-development’ in African organisations remains salient. Moving beyond renaissance criticisms of western hegemonic thought formations, this paper aims to broaden the discourse by exploring several relevant options for a more pragmatic approach to leadership capacity building in contemporary African organisations. Design/methodology/approach This is a conceptual paper that takes a critical look at the existing debate on leadership development in Africa. In this, it examines two separate existing knowledge frameworks and considers the implications of each of these for praxis in context. The analysis presented here focuses on means of navigating between these thought formations in a much more circumspect and critical manner that leaders can learn from. Findings This paper highlights the important relationship between context, mainstream theory and indigenous knowledge. Its critical analyses suggest that engaging carefully with indigeneity in an experimental hybrid space may enable creative adaptation and appropriation through contextualisation, leading to more reflexive organisational practice. It subsequently proposes a conceptual model for constructive engagement with leadership development in practice. Originality/value The paper makes an important conceptual contribution to the debate by moving a step beyond the important theoretical criticisms and counter-criticisms that have so far shaped the discourse and more crucially, focusing on the salient practical question of ‘where we go from here’ with respect to leadership capacity building in African organisations.
      Citation: Personnel Review
      PubDate: Tue, 10 Mar 2015 00:52:44 GMT
      DOI: 10.1108/PR-07-2013-0128
  • A multi-dimensional approach to talent: an empirical analysis of the
           definition of talent in Dutch academia.
    • Authors: Marian Thunnissen et al
      First page: 182
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose We aim to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the nuances and complexity of talent in the organizational context. Design/methodology/approach The data was collected in two complementary research projects on the definition and identification of talented academics in the early stages of their careers. The first study focused on defining and developing talent within university departments, in which the perspectives of management, policy-advisors and talented employees themselves were taken into account. The second study investigated talent selection in the specific context of grant allocation by the Dutch Research Council (NWO). Findings The results suggest that the conceptualization of talent cannot be disconnected from its context. In particular, the perceptions of the different stakeholder groups in an organizational context have a major impact. Although talent is generally perceived as a combination of multiple components, this general outcome conceals the unilateral approaches to talent of the separate stakeholder groups. These unilateral interpretations of talent also affect the design of the TM system. The article describes the difficulties organizations are confronted with in developing and implementing their talent programs. Originality/value This broader approach regards talent as a bundle of interrelated components, and takes the impact of the organizational context and its interrelated stakeholders into account.
      PubDate: Wed, 28 Jan 2015 01:13:17 GMT
      DOI: 10.1108/PR-10-2013-0190
  • Intent vs. Action: Talented Employees and Leadership Development
    • Authors: Violetta Khoreva et al
      First page: 200
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The purpose of this study is to investigate the responses of employees, who are identified as talents by their Multinational enterprises, in regards to leadership development activities. By applying social exchange and expectancy theories, we examine the association between talent identification, perceived effectiveness of leadership development activities, willingness to participate in those activities and actual participation in them. Design/methodology/approach The data were collected through a web-based questionnaire entitled ‘Leadership2020 Talent Survey’. Eight Multinational enterprises joined the survey and delivered a sample based on the target group definition. Findings Our analysis shows that perceived effectiveness of leadership development activities is positively associated with willingness of employees to undertake those activities. The results also reveal that there is no significant association between the employees’ willingness to participate in leadership development activities and their actual participation in those activities. Research limitations/implications Given its cross-sectional nature, we cannot completely exclude the possibility of common method bias having impact on the results of this study. We thus call for longitudinal research to examine the nature of causality within the relationships analyzed in this study. Practical implications Managers and practitioners should keep in mind that willingness to participate in leadership development activities does not always result in actual participation of employees in those activities. Symbolic representations may be very different from representations in real-life situations. Investigations that rely on the willingness as a proxy for actual behaviour must thus be interpreted with caution. Originality/value We found that employees often fail to act in accordance with their stated eagerness. According to our findings, there is a clear discrepancy between expressed willingness to implement certain behaviour and its actual implementation. This study poses a strong bias in overestimating the likelihood that an employee will engage in a desirable behaviour based on his/her willingness to do so.
      PubDate: Wed, 28 Jan 2015 01:13:23 GMT
      DOI: 10.1108/PR-10-2013-0191
  • Psychological contract breach, organizational justice and emotional
    • Authors: Vincent Cassar et al
      First page: 217
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this study is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being. Design/methodology/approach The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being. Findings Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact. Research limitations/implications This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred. Practical implications Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management. Originality/value To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.
      PubDate: Wed, 28 Jan 2015 01:13:13 GMT
      DOI: 10.1108/PR-04-2013-0061
  • The effects of perceived organizational support and job satisfaction on
           transfer of training
    • Authors: Abdul Rahim Zumrah et al
      First page: 236
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The role of perceived organizational support and job satisfaction on the effectiveness of transfer of training in the workplace has begun to receive attention among recent studies. However, there is still limited understanding of how these factors may work together to affect the transfer of training. This study addresses this gap by exploring the relationship between perceived organizational support, job satisfaction and transfer of training. Design/methodology/approach The data of this study have been collected from a group of employees, and their supervisors through survey. The data were analyzed using structural equation modelling. Findings The findings reveal that job satisfaction mediates the relationship between perceived organizational support and transfer of training. Originality/value This study suggests that perceived organizational support can improve employees’ job satisfaction, which in turn increase transfer of training in the workplace. The significant relationship between the factors (perceived organizational support—job satisfaction—transfer of training) is an important finding that has not been empirically determined previously, particularly in the transfer of training literature. The findings show that job satisfaction plays an essential role as a mediator in the relationship between perceived organizational support and transfer of training.
      PubDate: Wed, 28 Jan 2015 01:13:12 GMT
      DOI: 10.1108/PR-02-2013-0029
  • Knowledge sharing in projects: Does employment arrangement matter'
    • Authors: Torstein Nesheim et al
      First page: 255
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The core of project management is the management of a temporary task, often with a high degree of uniqueness. In this article we address project management issues where another type of temporality also prevails; when external consultants on short-term contracts cooperate with the employees of the focal firm. The research question is: Do external consultants and employees, working together on a project, engage in different or similar knowledge sharing behaviors' What are the impact of autonomous motivation, organizational support and trust on knowledge sharing' Design/methodology/approach The empirical setting of the study is subsea activities, which is part the oil and gas industry in Norway. The respondents are regular employees with a permanent contract and external consultants employed by a third party; which is the most common external work arrangement in the industry.The sample consists of a) employees of a focal firm, b) external consultants of the focal firm and c) external consultants identified by their employer (two firms). The survey was administered by email to 323 possible respondents. Of these, 268 were from the focal firm (194 employees and 74 external consultants), and 55 from the two consulting companies. After four weeks of collecting data, 138 responses had been registered. This is a response rate of 43 %. The response rates were similar in the three categories. The survey was designed using Qualtrics, an online survey software tool and was administered by email in the winter of 2012. Findings The regression analysis found that there was no difference in knowledge sharing between employees and external consulatnts. Thus the empirical analysis supports the "project identity" hypothesis, rather than the "employment matters" hypothes. Further, there were positive, significant impacts of autonomous motivation and perceived organizational support on knowledge sharing. The findings are similar across samples. R square is quite high in models B (,447) and D (,458), indicating that a large share of the variation in knowledge sharing is explained by our full model. Research limitations/implications Based on our empirical study here, the “employment arrangement” thesis was not supported. We believe, however, that combining the two types of temporality (work organization and employment arrangement) is a promising area of exploration and it is not given that further studies will provide similar empirical findings. Further research should explore under what conditions employment arrangements have an impact on knowledge sharing. Our research may be extended along three dimensions. (1) the study of knowledge sharing when employees and external consultants work together (on projects managed by the focal firm) should be extended to include other firms, other types of competence as well as economic sectors outside petroleum. (2) Research on employment arrangements in projects, should consider project contexts that are different from the type emphasized here, such as development projects and projects that have a fundamental inter-organizational character characterized by dual responsibility. (3) A number of others issues, in addition to knowledge sharing, are relevant. Combining the two aspects of temporality may provide opportunities for exploring the impact of organizational context in the field of leadership studies. Practical implications * Management should strive to increase autonomous motivation and provide organizational support for both employees and external consultants. * It is possible to use external consultants without negative effects on the level of knowledge sharing. * Managers should be aware of the challenges related to BOTH types of temporality. Originality/value In previous research, project organization and temporary employement relations are two distinct areas. This is one of the first empirical studies that have analyzed both aspects of temporailty. The paper contributes to the literature on antecedents of knowledge sharing in organizatons, and suggest avenues for further research in this issue. Further, in addressing both types of temporality, a number of other research themes are suggested.
      PubDate: Wed, 28 Jan 2015 01:13:28 GMT
      DOI: 10.1108/PR-11-2013-0203
  • Speaking of Global Virtual Teams: Language Differences, Social
           Categorization and Media Choice
    • Authors: Anders Klitmøller et al
      First page: 270
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The aim of the paper is to explore the interrelation between language differences, media choice and social categorization in global virtual teams (GVTs). Design/methodology/approach An ethnographic field work was conducted in a Finnish multinational corporation (MNC). The study included interviews, observations, and language proficiency assessment of 27 GVT members located in five European countries. Findings In GVTs, the combination of language proficiency differences and verbal media (e.g. telephone) tends to lead to social categorization, while a similar effect was not found when GVT members chose written media (e.g. e-mail). Research limitations/implications The qualitative study only consisted of GVTs from one MNC, and thus the empirical findings might not be generalizable to other MNCs. Therefore, quantitative studies that can add to the robustness of the exploratory findings could be a worthwhile endeavor. Practical implications Language training should be provided to GVT members, and virtual policies should be implemented to ensure the use of written media in GVTs characterized by language proficiency differences. Originality/value Although it is well established in the literature that language differences are detrimental to co-located team effectiveness, no study has explored how the relationship between variation in language proficiency and media choice affects social categorization in GVTs.
      PubDate: Wed, 28 Jan 2015 01:13:25 GMT
      DOI: 10.1108/PR-11-2013-0205
    • Authors: Kristina Schoemmel et al
      First page: 286
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose In order to contribute to the understanding of affective commitment towards distinct workplace targets, we develop and validate a Multitarget Affective Commitment Scale (MACS) through two data collections. The MACS uses similarly worded items for distinct targets and reflects the most recent theoretical development of affective commitment. Design/methodology/approach In the first data collection, items from previous commitment scales were tested through the social network service Facebook (N = 305). The second data collection was conducted in the healthcare system of Denmark (N = 496) using survey questionnaires. Findings In Study 1, exploratory factor analyses were conducted to reduce the items based on the Facebook data. In Study 2, we confirm the findings of Study 1 and further reduce the items based on the healthcare sample. The healthcare sample is also used in Study 3, where we validate the MACS by investigating its relationship with predictors, correlates, and outcomes. Originality/value Our results suggest that the MACS are a reliable and valid measure of affective commitment compatible with the diverse targets to which affective commitment often occurs. Consequently, the MACS is applicable for research investigating multiply affective commitments, thereby advancing our understanding of interactions between affective commitments and diverse targets, among other applications.
      PubDate: Wed, 28 Jan 2015 01:13:15 GMT
      DOI: 10.1108/PR-06-2013-0099
  • Role stressors and employee deviance: The moderating effect of social
    • Authors: Su-Fen Chiu et al
      First page: 308
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose This study aims to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e., role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships. Design/methodology/approach Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan. Findings Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overload- interpersonal deviance relationship. Practical implications Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict and role ambiguity on employee deviance. Originality/value This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e., Taiwan). Second, this study demonstrates that work-related characteristics (e.g., role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.
      PubDate: Wed, 28 Jan 2015 01:13:10 GMT
      DOI: 10.1108/PR-11-2012-0191
  • Human Resource Management and Change: A Practising Manager’s Guide
    • Authors: Jennifer Ellen Allen et al
      First page: 325
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015.
      PubDate: Wed, 28 Jan 2015 01:13:27 GMT
      DOI: 10.1108/PR-07-2014-0149
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