Using Computer-Aided Text Analysis to Elevate Constructs: An Illustration Using Psychological Capital

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Tomorrow’s Digital Worker : A Critical Review and Agenda for Building Digital Competency Models

In competency management studies, scholars call for the importance of digital savviness to hire, train, and develop new digital workers. Yet, the knowledge about the development of such a competence is still scarce. For this endeavor, we followed a systematic literature review to identify a sample of 103 published scientific articles and book chapters dealing with the development and implementation of competency tools in the past 10 years. To our surprise, our review suggests that the landscape of competency tools is surprisingly obsolete and that contemporary requirements of digitization have not yet been incorporated into updated usable competency tools. Through this review our hope is to provide competency managers and researchers with a framework to advance and upgrade their competency tools to address the gap between existing know how and the needed expertise of the digital world.© 2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Leadership Proceedings of the AHFE 2020 Virtual Conferences on Human Factors, Business Management and Society, and Human Factors in Management and Leadership, July 16-20, 2020, USA. The final authenticated version is available online at: https://doi.org/10.1007/978-3-030-50791-6_14fi=vertaisarvioitu|en=peerReviewed

THE ROLE OF INTERDEPENDENCE IN THE MICRO-FOUNDATIONS OF ORGANIZATION DESIGN: TASK, GOAL, AND KNOWLEDGE INTERDEPENDENCE

Interdependence is a core concept in organization design, yet one that has remained consistently understudied. Current notions of interdependence remain rooted in seminal works, produced at a time when managers’ near-perfect understanding of the task at hand drove the organization design process. In this context, task interdependence was rightly assumed to be exogenously determined by characteristics of the work and the technology. We no longer live in that world, yet our view of interdependence has remained exceedingly task-centric and our treatment of interdependence overly deterministic. As organizations face increasingly unpredictable workstreams and workers co-design the organization alongside managers, our field requires a more comprehensive toolbox that incorporates aspects of agent-based interdependence. In this paper, we synthesize research in organization design, organizational behavior, and other related literatures to examine three types of interdependence that characterize organizations’ workflows: task, goal, and knowledge interdependence. We offer clear definitions for each construct, analyze how each arises endogenously in the design process, explore their interrelations, and pose questions to guide future research

How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale

Recent research on the microfoundations of corporate social responsibility (CSR) has highlighted the need for improved measures to evaluate how stakeholders perceive and subsequently react to CSR initiatives. Drawing on stakeholder theory and data from five samples of employees (N = 3,772), the authors develop and validate a new measure of corporate stakeholder responsibility (CStR), which refers to an organization’s context-specific actions and policies designed to enhance the welfare of various stakeholder groups by accounting for the triple bottom line of economic, social, and environmental performance; it is conceptualized as a superordinate, multidimensional construct. Results from exploratory factor analyses, first- and second-order confirmatory factor analyses, and structural equation modeling provide strong evidence of the convergent, discriminant, incremental, and criterion-related validities of the proposed CStR scale. Two-wave longitudinal studies further extend prior theory by demonstrating that the higher-order CStR construct relates positively and directly to organizational pride and perceived organizational support, as well as positively and indirectly to organizational identification, job satisfaction, and affective commitment, beyond the contribution of overall organizational justice, ethical climate, and prior measures of perceived CSR

Fitting as a temporal sensemaking process: shifting trajectories and stable themes

This study identifies several mechanisms and the overall process by which individuals understand their evolving fit with their work environment. Prior person-environment research has emphasized one-time quantitative assessments of fit, primarily as new entrants enter their work environment. In this study, we employed a qualitative approach to investigate the following question: how do long-tenured professionals make sense of fit over time? Three key findings emerged from the fit-related histories we collected. First, we discovered four prototypical fit trajectories, which were constructed from temporal comparisons with past, present, and future fit, and employed to make momentary sense of events occurring in the work environment. Second, we identified two fit processes that played out over time: a slow accumulation journey and a sudden identity-threat journey. Third, we found that individuals’ set of fit experiences was explained by one of four enduring fit themes, explaining their pattern of fit experiences over time and their reaction to misfit. Most surprising was the significant turnover among our long-tenured participants in the year or so following our interviews. Our findings break from traditional thinking about fit as predicting outcomes in the moment, to fitting as both a journey and a retrospective and prospective process of sensemaking. Keywords: person-environment fit, misfit, temporal, time, process, sensemaking, qualitative, identit

CSR and related terms in SME owner-managers' mental models in six European countries: national context matters

As a contribution to the emerging field of corporate social responsibility (CSR) cognition, this article reports on the findings of an exploratory study that compares SME owner–managers’ mental models with regard to CSR and related concepts across six European countries (Belgium, Italy, Norway, France, UK, Spain). Utilising Repertory Grid Technique, we found that the SME owner–managers’ mental models show a few commonalities as well as a number of differences across the different country samples. We interpret those differences by linking individual cognition to macro-environmental variables, such as language, national traditions and dissemination mechanisms. The results of our exploratory study show that nationality matters but that classifications of countries as found in the comparative capitalism literature do not exactly mirror national differences in CSR cognition and that these classifications need further differentiation. The findings from our study raise questions on the universality of cognition of academic management concepts and warn that promotion of responsible business practice should not rely on the use of unmediated US American management terminology

A longitudinal analysis of motivation profiles at work

This paper examines the multidimensional nature of workplace motivation and the importance of a continuum structure in self-determination theory through application of complementary variable- and person-centered approaches. This approach is taken to simultaneously model the complexity of motivation and highlight interactions between motivational factors. Additionally, this study represents an initial test of the temporal stability of work motivation profiles. A sample of 510 full-time employees were recruited from a range of occupations. Results support the central importance of a general factor representing self-determination as the most influential factor in an employee’s motivation profile. However, smaller effects associated with the motivation subscales, especially identified regulation, were also noticed. Importantly, motivation profiles were found to be highly stable over the 4-month duration of this study. Results lend support to the theoretical position that while general self-determination is an essential component of motivation, it alone does not fully describe an employee’s motivation