Developing Mutually Beneficial Relationships between Researchers and Organizations

[Excerpt] The keys to organizational success are constantly changing. As the global economy evolves in the direction of knowledge-based enterprise, the ability to create and manage information is essential. The decisions that managers make have large operational and financial implications. However, managers often lack the information needed to make sound decisions. When faced with challenges in their organizations they may rely too heavily on personal experience or obsolete knowledge. Often, they turn to consultants for assistance. There are a large number of academics who study issues important to managers, yet the results of their work are often not communicated effectively to the practitioner audience. In addition, academics often find it difficult to gain access to organizations to obtain the data necessary to conduct high quality research. In short, there seems to be a ‘‘disconnect’’ between the needs of the business community and academic research. Though numerous calls for more academic/ practitioner collaboration have been made, there has been relatively little progress in achieving it

The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover

This study extends theory and research on job embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job embeddedness. As hypothesized, regression analyses revealed that off-the-job embeddedness was significantly predictive of subsequent voluntary turnover and volitional absences, whereas on-the-job embeddedness was not. Also as hypothesized, on-the-job embeddedness was significantly predictive of organizational citizenship and job performance, whereas off-the-job embeddedness was not. In addition, embeddedness moderated the effects of absences, citizenship, and performance on turnover. Implications are discussed

Disrupt or Be Disrupted: A Blueprint for Change in Management Education

An evidence-based approach to improving the practice of graduate management education Compiled by the Graduate Management Admission Council® (GMAC®) and with contributions by administrators and professors from the top global MBA programs, this book provides business school decision-makers with an evidence-based approach to improving the practice of graduate management education. The book is designed to help navigate the pressures and create revolutionary platforms that leverage a school\u27s unique competitive advantage in a design distinctly tailored for today\u27s business realities

How negative affectivity moderates the relationship between shocks, embeddedness and worker behaviors

We integrated the unfolding model of turnover, job embeddedness theory and affective events theory to build and test a model specifying the relationship between negative shocks, on-the-job embeddedness and important employee behaviors. The results showed that embeddedness mediates the relationship between negative shocks and job search behaviors as well as counterproductive work behaviors. The study further examines the role of dispositional influences on reactions to negative workplace shocks and how these reactions affect organizational citizenship behavior, counterproductive work behavior and job search behavior. Results indicated a moderated-mediation effect of negative affectivity on each of these outcomes

Job embeddedness: a multifoci theoretical extension

Integrating the expanding job embeddedness (JE) literature, in this article we advance a multifoci model of JE that is theoretically grounded in conservation of resources (COR) theory. From COR theory, we posit that employees\u27 motivation to acquire and protect resources explains why they become embedded and how they behave once embedded. Our COR-based JE model highlights contextual antecedents that clarify how employees become embedded within different foci. Its multifoci theoretical lens also illustrates how different forms of work-focused embeddedness differentially affect work outcomes and how they interact with nonwork foci to influence those outcomes. Along with directions for further research, we further discuss theoretical and practical implications of our integrative formulation