62 research outputs found
Trust and Bribery: The Role of the Quid Pro Quo and the Link with Crime
No full textI study data on bribes actually paid by individuals to public officials, viewing the results through a theoretical lens that considers the implications of trust networks. A bond of trust may permit an implicit quid pro quo to substitute for a bribe, which reduces corruption. Appropriate networks are more easily established in small towns, by long-term residents of areas with many other long-term residents, and by individuals in regions with many residents their own age. I confirm that the prevalence of bribery is lower under these circumstances, using the International Crime Victim Surveys. I also find that older people, who have had time to develop a network, bribe less. These results highlight the uphill nature of the battle against corruption faced by policy-makers in rapidly urbanizing countries with high fertility. I show that victims of (other) crimes bribe all types of public officials more than non-victims, and argue that both their victimization and bribery stem from a distrustful environment.
Business before pleasure? Bringing pleasure back into workplace relationships
No full textIn many different ways, organizational scholars have engaged with the pleasures of work. Play, passion, commitment, enjoyment, and meaningfulness are only a few examples of how work can be beneficial for people. In this chapter, we will review these different strands of literature to provide an overview of topics that have been associated with the pleasures of work. We then move on to claim that these different literatures have largely neglected the very essence of pleasure; that is, pleasure as an end in itself. Having neglected our human need for pleasure, we suggest, leads to an impoverished and incomplete understanding of work-primarily focused on rationality, effectiveness, and efficiency-that all but helped achieve other ends. Instead, and grounding our argumentation in the tradition of ethical hedonism, we believe that organizations should commit to pleasure in the workplace and, most importantly, decouple pleasure from outcomes thereof. We conclude with an actionable plan for interventions that will help employees, teams, and managers bring pleasure back into work and allow them to seek pleasure for the sake of pleasure.</p
The Impact of Energizing Interactions on Voluntary and Involuntary Turnover
No full textIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor’s risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor’s involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research
The Impact of Energizing Interactions on Voluntary and Involuntary Turnover
No full textIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor’s risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor’s involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research
Predicting leadership relationships: the importance of collective identity
No full textThis is the author accepted manuscript. The final version is available from the publisher via the DOI in this record.In many organizations, leadership increasingly looks less like a hierarchy of authority. Instead, it is better understood as a network of influence relationships in which multiple people participate, blurring the distinction between leader and follower and raising the question, how do we predict the existence of these leadership relationships? In this study, we examine identification with one's organization and work team to predict the presence or absence of a leadership relationship. Using Exponential Random Graph Models (ERGMs) we find that employees who strongly identify with their company and team are more likely to view others as a source of leadership. We also find that employees who strongly identify with the organization are more likely to be viewed by others as a source of leadership. Implications for enhancing the understanding of plural forms of leadership and leadership development are discussed
The effects of de-energizing ties in organizations and how to manage them
No full textPublishedThis is the author accepted manuscript. The final version is available from Elsevier via the DOI in this record.n/
Trust-building in international business ventures
No full textInternational audiencePurpose: This article investigates collaboration and coordination practices in the organization whose members come from two countries that differ dramatically in generalized trust: Poland and the United States.Design/methodology/approach: A qualitative field study conducted in Silicon Valley-based American-Polish start-up joint venture. Findings: There are three mechanisms can facilitate collaboration in organizations that differ in generalized trust: frequent interaction that may form a basis for knowledge-based trust, professional cultures that provide common platform for communication, and the presence of intermediaries that possess understanding and ability to communicate of both cultures. Practical implications: The findings can be applied in the context of offshoring projects in knowledge intensive industries.Originality/value: Research presented in this paper investigates collaboration of parties from low-trust and high-trust cultures within one business venture
Thriving in Central Network Positions
No full textThis is the author accepted manuscript. The final version is available from SAGE via the DOI in this record.Theory suggests that thriving, the feeling of vitality and experience of learning, is in large part determined by the social environment of employees’ workplace. One important aspect of this social environment is the position of an individual in the communication network. Individuals who are sources of communication for many colleagues often receive benefits because other employees depend heavily on these individuals for information; however, there may also be drawbacks to this dependence. In particular, employees who are central in the communication network may experience more role overload and role ambiguity and, in turn, lower levels of workplace thriving. Individual differences are also likely to explain why some individuals are more likely to thrive. Relying on research that views organizations as political arenas, we identify political skill as an individual difference that is likely to enhance workplace thriving. Using a moderated-mediation analysis, we find support for the indirect cost of communication centrality on workplace thriving through role overload and role ambiguity. Furthermore, we identify both direct and moderating effects of political skill. Specifically, political skill mitigates the extent to which employees experience role ambiguity, but not role overload, associated with their position in the communication network, and these effects carry through to affect thriving. Star employees are often central in communication networks; with this in mind, we discuss the implications of our findings for employees and organizations
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