592 research outputs found
CRIMINALITÀ, DEVIANZA, MARGINALITÀ E DIVERGENZA. Quattro categorie, una sola realtà
No full textQuesto lavoro si basa sull’intensa collaborazione accademica
dell’Autore colombiano con Morris L. Ghezzi che, affondando le radici
nella comune problematizzazione del concetto di devianza e nell’insoddisfazione
condivisa per le risposte fornite, dalla Sociologia e dalla Criminologia,
ha indotto i due pensatori a mettere in comune i risultati delle
proprie ricerche, per formulare risposte più adeguate e più in linea con
la contemporaneità. Il campo della devianza viene, dunque, analizzato secondo
la teoria della marginalità di Morris L. Ghezzi, tesi che ha come
punto di forza e, nello stesso tempo, come punto di arrivo, il rapporto del
soggetto/dei gruppi con il potere (sotto il profilo pubblicistico). Lo studio
viene poi ripreso e integrato da Germán Silva García con la sua teoria
della divergenza che, oltre a passare all’esame le cause della devianza del
singolo/dei consociati, mette in luce anche le caratteristiche civilistiche
dei comportamenti non conformi, aprendo nuove ed ulteriori prospettive.This work is based on intense academic collaboration
of the Colombian Author with Morris L. Ghezzi who, sinking his roots
in the common problematization of the concept of deviance and in dissatisfaction
shared for the answers provided, by Sociology and Criminology,
led the two thinkers to share the results of
own research, to formulate more adequate and more in line answers
contemporaneity. The field of deviance is therefore analyzed second
Morris L. Ghezzi's theory of marginality, a thesis that has as
strong point and, at the same time, as a point of arrival, the relationship of
subject/groups with power (from a publicistic perspective). I study
it is then taken up and integrated by Germán Silva García with his theory
of the divergence which, in addition to examining the causes of the deviance of the
individual/of the associates, also highlights the civil characteristics
of non-compliant behaviors, opening new and further perspectives
Organizational culture and emotional contagion as predictors of job competencies
No full textIn organizational settings, performing a task refers to the conscious mode through which people develop and process their own working activities inside organizational contexts. However, some scholars (Bion, 1952; Jacques, 2003) also suggest that emotional dynamics at work are key factors in disturbing, or conversely maintaining, employees’ task execution.
To our knowledge, no study has yet explored the role of organizational culture and emotional contagion (Hatfield & Rapson, 1998) as predictors of employees’ abilities to perform their job, namely job competencies.
The present paper aims at a) proposing an expanded approach to emotional contagion at work by simultaneously considering how people can capture the emotions of others, namely the receiver perspective, as well as, how people are also able to draw others into their emotional orbits and infect them with the emotions they express, namely the sender perspective (Petitta & Di Cave, 2011); b) proposing a conceptualization of organizational culture grounded in emotionally ways to socially interact in organizations; c) introducing a model of job competencies which encompasses five main domains of skills required to performs a task, respectively entrepreneurship, social, work handling, emotion management, and change management competencies (Borgogni, Petitta, Consiglio, Barbaranelli, 2012); d) studying the role of emotion-related organizational culture and emotional contagion in predicting job competencies. Toward this end, we tested a structural model positing organizational culture as predictor of the two facets of emotional contagion (i.e., receiver, sender), which in turn were expected to differentially predict the five domains of job competencies.
Organizational culture, emotional contagion, and competencies. The emotional life of an organization refers to the fact that people who make up the organization tend to share a specific way of emotionally symbolizing the reality in which they work and coexist. Emotional symbolization reflects the process a human being engages in to associate their experiences with the external environment (context) with an inevitable emotional reaction (Carli & Paniccia, 2003). Organizations, therefore, are a reality in which individuals share a way of emotionally representing the context which organizes and regulates interpersonal relationships and coexistence. According to the TAD, “the local culture of an organization refers to the way in which, in a particular moment in its history, members emotionally characterize functions, integrative instruments, products, clients, and users; in other words, every aspect that contributes to defining the contextual reality” (Carli & Paniccia, 1999, p. 148). As such, organizational culture grounded in emotionally ways to socially interact in organizations is a predictor of emotional exchanges among members (i.e., emotional contagion; Petitta, 2012) and task behaviors associated to competencies required to carry out the job.
Method. Participants (N=157) were recruited from eleven Italian organizations from different occupational settings; 54.8% were men. The average organizational tenure was 8.6 years (SD=9.3). Each participant completed an anonymous self-report questionnaire and was guaranteed confidentiality.
Emotional contagion. The twenty-six items Emotional Contagion at Work Scale, previously validated in Italy (Petitta, 2012), measured emotional contagion in work settings with regard to joy, sadness, fear and anger, both absorbed from others (i.e., contagion received) as well as infected to others (i.e., contagion sent). Respondents were asked to indicate how frequently they experienced the described emotional situations using a 5-point Likert response scale, ranging from 1=“Never” to 5=“Always”.
Organizational culture. The Local Culture Scale, previously validated in Italy (Petitta, 2012), measured emotion-related culture as a way of emotionally symbolizing the person-environment relationship proposed by the TAD. The scale was unidimensional and included eight ways to emotionally symbolizing the organizational context: a) to exchange; b) to claim; c) to control; d) to distrust; e) to provoke; f) to oblige; g) to complain; h) to worry. The scale’s thirty-three statements required respondents to evaluate the frequency with which the proposed situations occurred in their organizations, using a 5-point Likert scale ranging from 1=”Never” to 5=”Always”.
Competencies. The Big Five Competencies Map, previously validated in Italy (Borgogni, Petitta, Consiglio, Barbaranelli, 2012), measured five main domains of competencies at work: Entrepreneurship, social, work handling, emotion management, and change management. The scale’s one hundred and five statements required respondents to evaluate the frequency with which they enacted the proposed behaviors in order to perform their job, using a 7-point Likert scale ranging from 1=”Never” to 7=”Always”.
Results and discussion. A Structural Equation Model was performed using Mplus. It showed an adequate fit to the data: 2 (5, N=157)=6.103, p=296, RMSEA = .037 (.000; .122), CFI=.99, TLI=.98. Together, the results indicate that emotionally rooted organizational culture enhances contagion of emotions among members, which in turn predicts competencies at work. Furthermore, our findings contribute to disentangle the differential role played by contagion received from and sent towards others in fostering behaviors that enhance employees’ competencies at work and their abilities to perform the job task. This counterintuitive finding may facilitate managerial preventive initiatives by including a more agentic perspective aimed at increasing people’s awareness of their emotional contribution to shape relationships at work, and use the emotions experienced to effectively manage relationships and develop job competencies.In organizational settings, performing a task refers to the conscious mode through which people develop and process their own working activities inside organizational contexts. However, some scholars (Bion, 1952; Jacques, 2003) also suggest that emotional dynamics at work are key factors in disturbing, or conversely maintaining, employees’ task execution.
To our knowledge, no study has yet explored the role of organizational culture and emotional contagion (Hatfield & Rapson, 1998) as predictors of employees’ abilities to perform their job, namely job competencies.
The present paper aims at a) proposing an expanded approach to emotional contagion at work by simultaneously considering how people can capture the emotions of others, namely the receiver perspective, as well as, how people are also able to draw others into their emotional orbits and infect them with the emotions they express, namely the sender perspective (Petitta & Di Cave, 2011); b) proposing a conceptualization of or
L'antitrust ai tempi del coronavirus: riflessioni sulle esperienze internazionali e sulle iniziative italiane
No full textDisentangling the Pros and Cons of Flexible Work Arrangements: Curvilinear Effects on Individual and Organizational Outcomes
No full textThe use of flexible work arrangements (e.g., remote, hybrid) has spread during the pandemic and cumulative studies provide mixed findings on the positive vs. negative consequences of these working methods for employees and organizations. The present study examined the potentially curvilinear effects of employees’ attitude towards flexible
work options (i.e., flexible work orientation; FWO) on individual- (i.e., performance, job satisfaction, stress, work-to-family conflict, family-to-work conflict) and organization-related outcomes (i.e., organizational social support, organizational justice, affective organizational
commitment). Anonymous survey data were collected in 2021 from 1061 in-person and flexible workers nested within 100 Italian organizations. Measurement invariance across the two subsamples was supported and subsequent structural model analyses suggested
a differential pattern of results for in-person and flexible workers. Results indicated a curvilinear U-shaped relationship between FWO and organizational support, justice, commitment and job satisfaction for the in-person subsample as compared to a positive linear relationship for flexible workers. Moreover, in both samples of flexible and in-presence
workers, FWO exerted a positive linear effect on performance and a mainly negative linear effect on stress, WFC and FWC. Overall, flexible workers displayed linear relationships among all the study variables, whereas in-person workers showed the curvilinear effects of
FWO on support, justice, commitment and satisfaction, all of which increased at high levels of employees’ positive attitude towards FWO. Results are discussed in light of the globally elevated rates of flexible work arrangements and mixed findings on their implementation
Remote, Disconnected, or Detached? Examining the Effects of Psychological Disconnectedness and Cynicism on Employee Performance, Wellbeing, andWork–Family Interface
No full textOwing to the COVID-19 pandemic, organizations worldwide have implemented remote working arrangements that have blurred the work–family boundaries and brought to the forefront
employees’ sense of disconnectedness from their workplace (i.e., organizational disconnectedness) as a concern for multiple organizational outcomes. Cynicism, a job burnout subdimension, refers to a negative and excessively detached response to relational overload at work. While both workplace
disconnectedness and cynicism involve a toxic sense of detachment, they refer to different psychological
mechanisms. The present study aims to examine how employee workplace disconnectedness differs from their cynicism, and how both constructs differentially exert their detrimental effects
on employee performance, work–family interface, and wellbeing. Using anonymous survey data collected online in 2021 and 2022 from a sample of in-person and flexible workers nested within organizations, conceptual distinctiveness between workplace disconnectedness and cynicism was supported. Measurement invariance across the two groups was supported, and subsequent structural invariance analyses suggested a similar pattern of results for flexible and in-person workers.
Specifically, compared to disconnectedness, cynicism exerted higher negative effects on mental health and higher positive effects on cognitive failures and family-to-work conflict. Conversely, compared to cynicism, disconnectedness exerted higher negative effects on performance and work-to-family
conflict. That is, feeling indifferent toward others particularly affects mental health and errors, while feeling excluded especially hampers productivity and family life. Theoretical and practical (e.g., inclusive leadership, support groups) implications of these results are discussed in light of the globally rising rates of hybrid work arrangements and related costs for employee wellbeing and productivity
La valutazione degli investimenti finanziati tramite equity crowdfunding
No full textEvoluzione e dimensione del crowdfunding, La valutazione e strutturazione dell’investimento tramite equity crowdfunding, Valutazioni implicite nelle raccolte fondi in equity crowdfunding, Peculiarità specifiche dell’equity crowdfunding, Un confronto con la bolla valutativa delle aziende internet degli anni 200
Corporate valuation workbook : problems and models
No full textThe Corporate Valuation Workbook, now in its Second Edition, provides an invaluable set of tools to practice valuation with real-life exercises and a wide array of Excel financial models, for both students and experienced professionals. The first section covers the foundations for valuation: financial analysis, forecasting & financial modeling, DCF valuation, market and deal multiples valuation. The second section explores selected advanced topics, such valuation issues in mergers & acquisitions, equity capital markets, leveraged buyouts, startups and distressed companies
Corporate valuation workbook : problems and models
No full textThis workbook is divided into two parts: a first foundations section presents
problems in introductory topics such as financial analysis, discounted cash flows
valuation and multiples valuation. Its main teaching recipients are undergraduate
business and finance students and the only prerequisites are introductory financial
accounting and corporate finance. The second, more advanced, section then offers
exercises and problems in special issues such as valuing young and distressed
6
companies, aimed at graduate and executive education students that are already
experienced and trained in the roots of valuation
Energy restriction in people with multiple sclerosis: Is time more important than calories?
No full text- …
