1,721,070 research outputs found
Strategic challenges and building one company
No full textTo become the world's best group is a very ambitious vision. Energy market scenarios are heavily conditioned by geopolitical trends that certainly offer many opportunities, but also involve many constraints and threats. Because of this a great deal of emphasis needs to be placed on technological variables and the ability to gain some advantage by means of decisions
Interpersonal citizenship behaviors (ICB): the role of icb attitude and members' prototypicality
No full textThe article presents a study which examines the role of interpersonal citizenship behaviors (ICB), actions directed toward coworkers and focused on voluntarily assistance for individuals in need. A survey of employees at a world-chassis manufacturer based in Europe was conducted on prototypicality, performance and recipient of ICB, and advice and friendship in-degree centrality. The study reveals that ICB attitude mediates both job attitudes and the recipient of ICB. The implications of the study on future research is also discussed
Imagining the Newcomer-Supervisor Relationship: Future Relational Self in the Workplace
Full text linkPeople develop images of themselves in the future reflecting hopes in relation to their work, namely the future work self. In this study, we introduce the concept of Future Relational Self (FRS), conceived as a relevant dimension of the future work self that illustrates the representation of the relationship that an employee aspires to build with significant stakeholders in the workplace (i.e., the supervisor). In addition, we investigate its motivational power shaping role and relational outcomes at work. Using data collected among 215 newcomers in three different waves with a one‐month time lag, we examine the indirect effect of two characteristics of the FRS––namely salience and attribution of control––on newcomers' adjustment (i.e., role clarity and social adjustment) via leader–member exchange (LMX) quality. Results reveal that only the FRS
attribution of control is positively associated with LMX quality. Moreover, the results indicate that LMX quality mediates the effects of attribution of control on both newcomers' social adjustment and role clarity. Contributions for theory and implications for practice are highlighted
National Monopoly to Successful Multinational: the case of Enel
No full textAmong the European companies that have faced the profound trasfromation of their market and institutional contexts such, Enel has managed to radically change its identity by becoming a major player in the global energy market. The scale and scope of its strategic, organizational and cultural transformation make this an almost unique case to study, especially in contexts where inertia and resistance to change represent a major constraint to development.
This book moves from Enel’s recent history to map the steps of a remarkable transition from public monopolist to a successful transnational group. It is a story of change and strategic decision-making, unpacking the managerial choices that enabled to thrive upon regulatory and environmental opportunities and threats. The analysis focuses on the events and people behind this tale of change to highlight the managerial factors behind an outstanding international growth and cultural transformation.
Using the Enel case, the book unpacks the effective implementation of an ambidextrous perspective on adaptation and change. Some key lessons for managers and scholars are proposed
Enel: da monopolista nazionale a leader globale
No full textIn pochi anni Enel è diventata un’impresa leader nel settore energetico. I risultati economici e di mercato di questa crescita sono noti, meno conosciute sono le scelte manageriali che hanno consentito di trasformare un ente pubblico monopolista in uno degli attori chiave a livello globale. Nel panorama delle imprese italiane che hanno affrontato la sfida del cambiamento, Enel è riuscita a modificare profondamente la sua identità divenendo un attore primario in un mercato globale. Questa metamorfosi strategica, organizzativa e culturale è il risultato di passaggi innovativi intrapresi dal management e che tutta l’organizzazione ha consentito di portare a termine. Sono proprio la determinazione e la capacità di trasformazione di fronte a sfide difficili a rendere pressoché unica questa storia di management, specie in un paese dove le inerzie e le difficoltà dei cambiamenti rappresentano un grande freno allo sviluppo.
Il libro, nato da un approfondito percorso di ricerca, si rivolge a donne e uomini d’impresa, a studenti di varie età e a tutti coloro che si occupano di management. Gli spunti ricavabili da questa storia vanno interpretati alla luce della teoria organizzativa e manageriale; il che consentirà di tracciare un interessante «manuale minimo» di che cosa significhi guidare un’impresa in trasformazione, senza perdere per strada le sue radici, ma senza devozioni necessarie al suo destino originario di ridimensionamento e marginalità internazional
The relationship between multiple network structures and organizational identification
No full textThis paper explores from a conceptual point of view the relationship between intra-organizational networks and organizational identification process. In particular, we aim to shed light into the reciprocal influence of members’ relations and their degree of identification with the focal organization. We argue that a) identification is a social mechanism grounded on a relational bases, besides on well studied individual perceptions, b) personal networks influence evaluations related to organizational membership, in addition to behavioral patterns. A careful examination of social identity theory and recent developments in social network analysis offers justification for our propositions. We derived a model of social influence between the two processes that can be empirically tested. This work may contribute to social identity theory as it explicitly outlines the relational basis of organizational identification that is mostly overlooked by researchers. It also develops social network literature providing a complementary explanation of relations’ formation and their structural configurations. Finally, we conciliate controversial results providing a holistic representation of the mechanisms taken into account
Does Showing Interest in Achieving Work-Life Balance Harms You? An analysis among Newcomers
No full textPurpose – This research examines whether openly disclosing interest in Work-Life Balance (WLB) can be harmful for newcomers during their organizational socialization, particularly leading to a supervisor's negative evaluation. Moreover, drawing on gender role theories, arguing that the interest in WLB can be a higher source of stigma for men than for women, we test if the effects of publicly disclosing interest in WLB on supervisors' evaluation differ by gender.
Design/Methodology/Approach/Intervention – We use a between-subject design with vignettes and a post-scenario survey wherein we ask supervisors to evaluate the newcomer on several socialization outcomes. We randomly propose different scenarios of newcomers (male vs female) disclosing different levels of interest in WLB (newcomers highly interested in WLB vs. newcomers ready to sacrifice personal life in favor of work) to supervisors.
Results – The research is currently in the data collection phase and preliminary results will be available in the Fall.
Limitations – The use of between-subject design reduces internal validity of scenarios but, given the high number of scenarios proposed to the same participant in the within-subject design, it could have reduced their objectivity in answering the post-scenario questions.
Research/Practical Implications – Our research can help newcomers to figure out what is the better strategy to navigate successfully their organizational socialization according to supervisors' attitudes towards the WLB.
Originality/Value – We believe this research addresses an unexplored topic about the potential negative implication of disclosing WLB interest during organizational socialization
National monopoly to successful multinational: The case of Enel
No full textLike many other European companies, Enel has faced the profound transformation of its market and its institutional contexts. However, Enel has managed to radically change its identity by becoming a major player in the global energy market. The scale and scope of its strategic, organizational and cultural transformation make this an almost unique case to study, especially in contexts where inertia and resistance to change represent a major constraint to development.
This volume begins by exploring Enel's recent history, before mapping the steps of a remarkable transition from public monopolist to a successful transnational group. It is a story of change and strategic decision-making, which unpacks the managerial choices that enabled the company to thrive from regulatory and environmental opportunities and threats. This analysis focuses on the events and people behind the story of change, to highlight the managerial factors behind an outstanding international growth and cultural transformation.
Using the Enel case, National Monopoly to Successful Multinational unpacks the effective implementation of an ambidextrous perspective on adaptation and change, proposing some key lessons for managers and scholars alike
The importance of the future work self for newcomers’ integration and performance
No full textIn this paper, drawing on research on “possible selves” (Markus & Nurius, 1986) and relational identity (Sluss & Ashforth, 2007), we intend to examine how the newcomers’ future work self, defined as the individuals' mental representation of what they might become, what they would like to become, and what they are afraid of becoming in their work domain (Strauss, Griffin, & Parker, 2012), and future relational self, defined as the individuals’ mental representation of the future relationship that they would like to establish with the new supervisor, can influence the proactive behaviors that newcomers assume during the onboarding process, namely their sensemaking process (information and feedback seeking), relationship building, positive framing, and job crafting, and ultimately their in-role and extra-role performance
- …
