5,331 research outputs found
Portrait of James Beaton Thompson and Susan Trotter Emlen
No full textA studio portrait of James Beaton Thompson and Susan Trotter Emlen. Inscription on the back reads, "James Beaton Thompson and his sister Susan Trotter Emlen, father of Elizabeth Thomspon Drexel.
The greening of strategic HRM scholarship
No full textThe topic of environmental sustainability is attracting increased attention among management scholars. Despite its importance to managers, employees, customers and other stakeholders, however, there is very little scholarship that considers the role of human resource management systems in organizations striving to achieve environmental sustainability. In this article, we propose several specific questions that such scholarship could address. By seeking answers to these questions, HRM scholars could contribute to improved organizational effectiveness and at the same time develop new theoretical models that more adequately reflect the complexity of organizational phenomena.Peer reviewe
HRM institutional entrepreneurship for sustainable business organizations
No full textAs businesses experience greater pressures from a variety of stakeholders concerned with promoting a balanced approach to managing the competing demands for increased profitability, improved social conditions, and restoring the health of planet earth, new opportunities arise for HRM scholars and professionals to contribute to the pursuit of sustainability. However, the foundational logic of sustainability diverges significantly from the dominant perspective in today's business environment. Building upon the institutional theory literature, we introduce the concept of HRM institutional entrepreneurship to examine the paradoxes and emerging opportunities associated with the urgent need for more sustainable approaches for managing business organizations. As a guide to future work, we describe how the actions of HRM scholars and professionals can timulate evolution from an HRM philosophy that relies on financial indicators to assess effectiveness towards an HRM philosophy that promotes a tripartite approach to sustainability, showing equal concern for economic, environmental and social performance. Focusing on organizational changes that improve environmental performance, we apply the concept of HRM institutional entrepreneurship to consider ways for HRM professionals to engage internal and external stakeholders in order to create value in organizations pursuing sustainability. Ultimately, activities that constitute HRM institutional entrepreneurship for sustainable business drive the development of capabilities that characterize ambidextrous organizations.Peer reviewe
Managing workforce diversity to enhance cooperation in organizations
No full textThe growing sophistication of research on diversity in organizations parallels the evolution of organizations into increasingly complex and dynamic forms. As teams interact with other teams, the organizational context in which teams operate can create opportunities as well as pose challenges for team functioning . In this chapter, we consider how the demographic characteristics of the organizational context influences teamwork and so attempt to contribute to the academic discourse on diversity in two ways. First, we draw attention to the intrinsic value of diversity in relation to a team's external relationships. To meet organizational goals, each team must be effective in terms of its internal functioning . In addition, each team must effectively manage its relationships with other teams and individuals in the organization Through their relationships, team members may gain access to needed resources and exert influence that is beneficial to the team and its individual members. Past research, grounded in social psychological theory, has focused on the negative relationship between team diversity and internal team processes such as team cooperation. We recognize that an additional component of team functioning is relationships between teams. Based on social psychological theory, we argue that diversity in teams will be manifested in cooperative behaviors between teams in organizations
Effects of green HRM and CEO ethical leadership on organizations’ environmental performance
No full textThis study proposes and tests a model grounded in resource-based theory to describe how the formal rules embedded in an organization’s green human resource management (GHRM) combine with informal cues communicated by members of the firm’s upper echelon, including the CEO and members of the top management team (TMT), to affect a firm’s environmental performance. Multi-source data were collected from 240 human resource managers, chief financial officers and CEOs in 80 firms. The results show that CEO ethical leadership moderates the positive relationship between GHRM and TMT green commitment, which in turn mediates the relationship between GHRM and firms’ environmental performance. Originality/value – The tested importance of CEO ethical leadership as an organizational condition that amplifies the effectiveness of strategically aligned HRM systems offers new theoretical insights to advance HRM scholarship.This article is published in a special issue devoted to the topic of sustainabilityPeer reviewe
An empirical examination of personal learning within the context of teams.
No full textUsing a sample of 588 employees in 59 work teams, we tested a model that situates personal learning within the context of teams, viewing it as a joint function of teams’ leadership climate (i.e., transformational leadership) and task characteristics (i.e., task routineness and task interdependence). Consistent with our hypotheses, we found that the positive relationships between transformational leadership climate and the two dimensions of personal learning (relational job learning and personal skill development) were moderated by the nature of the teams’ tasks. Specifically, transformational leadership climate was more strongly associated with personal learning for members of teams working on tasks that were less routine, rather than more routine. However, no significant moderation was found for leadership climate and task interdependence. Our findings underscore the importance of taking into account the contextual conditions within which leadership influence occurs while also demonstrating the potential role that leaders can play in promoting employees’ personal learning. Overall, our study bolsters theories that conceptualize adult learning as a transaction between people and their social environments and points to a practical need to match leadership styles with team task characteristics to unleash transformational leadership effects.Peer reviewe
Green human resource management research in emergence: a review and future directions
No full textThe growing awareness of and regulations related to environmental sustainability have invoked the concept of green human resource management (GHRM) in the search for effective environmental management (EM) within organizations. GHRM research raises new, increasingly salient questions not yet studied in the broader human resource management (HRM) literature. Despite an expansion in the research linking GHRM with various aspects of EM and overall environmental performance, GHRM’s theoretical foundations, measurement, and the factors that give rise to GHRM (including when and how it influences outcomes) are still under-specified. This paper, seeking to better understand research opportunities and advance theoretical and empirical development, evaluates the emergent academic field of GHRM with a narrative review. This review highlights an urgent need for refined conceptualization and measurement of GHRM and develops an integrated model of the antecedents, consequences and contingencies related to GHRM. Going beyond a function-based perspective that focuses on specific HRM practices and building on advances in the strategic HRM literature, we discuss possible multi-level applications, the importance of employee perceptions and experiences related to GHRM, contextual and cultural implications, and alternative theoretical approaches. The detailed and focused review provides a roadmap to stimulate the development of the GHRM field for scholars and practicing managers.Peer reviewe
Multilevel influences on voluntary workplace green behavior: Individual differences, leader behavior, and coworker advocacy
No full textDrawing on a multilevel model of motivation in work groups and a functionalist perspective of citizenship and socially responsible behaviors, we developed and tested a multilevel model of voluntary workplace green behavior that explicates some of the reasons why employees voluntarily engage in green behavior at work. For a sample of 325 office workers organized into 80 work groups in three firms, we found that conscientiousness and moral reflectiveness were associated with the voluntary workplace green behavior of group leaders and individual group members. Furthermore, we found a direct relationship between leader green behavior and the green behavior of individual subordinates as well as an indirect relationship mediated by green advocacy within work groups. Our theory and findings shed new light on the psychological and social conditions and processes that shape voluntary workplace green behavior in organizational settings and suggest implications for organizations striving to improve their social responsibility and environmental sustainability.Peer reviewe
State-of-the-art and future directions for green human resource management: introduction to the special issue
No full textThe topic of environmental sustainability is generating increased concern among business executives, governments, consumers, and management scholars. As these stakeholders struggle with the challenges and opportunities presented by an array of environmental issues, HRM scholars and practitioners alike have been relatively slow to engage in the ongoing discussions and debates. Through this special issue on Green HRM, we seek to stimulate the field of HRM to expand its role in the pursuit of environmentally sustainable business. In this introduction to the special issue, we first provide an overview of the articles that appear in the special issue. Next we present a detailed discussion of research questions that arise from a consideration of several functional HRM practices, including performance management; training, development, and learning; compensation and rewards; and organizational culture. We conclude by describing opportunities for research at the intersection of strategic HRM and environmental management. If pursued with vigor, research addressing this extensive agenda could begin to establish a healthy field of Green HRM scholarship.Peer reviewe
Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge.
No full textUsing a sample of 162 R&D teams, we investigated the influence of HRM systems for knowledge-intensive teamwork on external team knowledge acquisition and internal team knowledge sharing. This study also examined the interactive effect of HRM systems and knowledge tacitness and the combined influence of HRM systems and empowering leadership. HRM systems for knowledge-intensive teamwork were positively associated with team knowledge acquisition and team knowledge sharing. Knowledge tacitness moderated the HRM–knowledge acquisition relationship, reducing the influence of HRM systems. Further, empowering leadership appeared to substitute for the effect of HRM systems. Our findings suggest that an integration of strategic HRM and knowledge teamwork literatures will prove useful for advancing our understanding of knowledge-based competition. Furthermore, by investigating HRM systems and leadership behaviors in tandem, we gain new insights about the interplay between these two important aspects of organizational life.Peer reviewe
- …
