Talent Management in the Gig Economy:A Multilevel Framework Highlighting How Customers and Online Reviews are Key for Talent Identification

This chapter discusses the gig economy, the online labour platforms and the role of consumers in identifying the value/talent of gig workers. It provides a discussion of why customer reviews play an essential role in talent identification in the gig economy and on online labour platforms. Technology plays an important role in the operation of online labour platforms and, thus, in the rise of the gig economy. Research shows that consumers do not always leave an online review. The framework presented draws on multilevel theory. Multilevel theory departs from the notion that social systems of individuals, groups, and institutions are nested arrangements. A vital antecedent to online appraisal is the level of (perceived) performance or service quality provided by a gig worker. The primary goal of online appraisal by consumers is to assess the performance of gig workers. A variety of consumer attributes may explain the likelihood of online appraisal by consumers on online labour platforms

Exploring the central characteristics of HR shared services: evidence from a critical case study in the Netherlands

Human resource shared service centers (HR SSCs) are foreseen as improving HR service delivery for their end-users: employees, line managers and decentralized HR professionals. Although the concept expects the benefits of HR SSCs to come from centralizing knowledge and decentralizing the control exercised over an HR SSC, research into these two fundamental shared service characteristics is scarce. The purpose of this research is therefore to explore whether resource bundling, combined with business unit control over an HR SSC, is sufficient to improve HR service delivery to its end-users. Using concepts from intellectual capital and agency theory, we find that the combination of these two characteristics of shared services is not sufficient to improve HR service delivery. Rather, we suggest that (1) HR SSCs have to update the knowledge and skills of their staff; (2) end-users have to effectively maintain the codified knowledge centralized in the HR SSC; and (3) business units and the HR SSC need to collaborate in order for the benefits of an HR shared service to be realized

Intellectual Capital configurations and value creation for end-users: towards a conceptual model of HR Shared Services

The ways by which intellectual capital (IC) drives value creation is often limitedly understood, particularly in the case of Human Resource Shared Services (HRSS), as its components – human, organizational and social capital – are treated as independent and separate constructs. In this paper, a configuration approach to intellectual capital is adopted in order to develop a conceptual framework that provides an in-depth understanding of the ways in which intellectual capital creates value for HRSS end-users. We argue that the interrelationships among human, organisational and social capital form value-creating IC configurations which value creation capability is contingent upon the type of HR services offered. Through this, we contribute by explaining how intellectual capital drives value creation, and how HRSS may make use of their human, organisational and social capital to create value for their end-users

Algorithmic Management: Its Implications for Information Systems Research

In recent years, the topic of algorithmic management has received increasing attention in information systems (IS) research and beyond. As both emerging platform businesses and established companies rely on artificial intelligence and sophisticated software to automate tasks previously done by managers, important organizational, social, and ethical questions emerge. However, a cross-disciplinary approach to algorithmic management that brings together IS perspectives with other (sub-)disciplines such as macro- and micro-organizational behavior, business ethics, and digital sociology is missing, despite its usefulness for IS research. This article engages in cross-disciplinary agenda setting through an in-depth report of a professional development workshop (PDW) entitled “Algorithmic Management: Toward a Cross-Disciplinary Research Agenda” delivered at the 2021 Academy of Management Annual Meeting. Three leading experts (Mareike Möhlmann, Lindsey Cameron, and Laura Lamers) on the topic provide their insights on the current status of algorithmic management research, how their work contributes to this area, where the field is heading in the future, and what important questions should be answered going forward. These accounts are followed up by insights from the breakout group discussions at the PDW that provided further input. Overall, the experts and workshop participants highlighted that future research should examine both the desirable and undesirable outcomes of algorithmic management and should not shy away from posing ethical and normative questions

Relationship satisfaction in couples confronted with colorectal cancer: the interplay of past and current spousal support

Based on attribution theory, this study hypthesized that past spousal supportiveness may act as a moderator of the link between one partner’s current support behavior and the other partner’s relationship satisfaction. A sample of 88 patients with colorectal cancer and their partners completed questionnaires approximately 3 and 9 months after diagnosis. The data were analyzed employing dyadic data analytic approaches. In the short-term, spousal active engagement—which involved discussing feelings and engaging in joint problem solving—was positively associated with relationship satisfaction in patients as well as in partners, but only when past spousal support was relatively low. Spousal protective buffering—which involved hiding worries and fears and avoiding talking about the disease—was negatively associated with relationship satisfaction in patients, again only when past spousal support was relatively low. If past spousal support was high, participants rated the quality of their relationship relatively high, regardless of their partner’s current support behavior. Over time, past spousal supportiveness was not found to mitigate the negative association between spousal protective buffering and relationship satisfaction. Overall, our results indicate that relationship satisfaction can be maintained if past spousal supportiveness is high even if the partner is currently not very responsive to the individual’s needs, at least in the short-term