Research in Personnel and Human Resources Management, Volume 27

Research in Personnel and Human Resources Management......Page 1
sdarticle_001.pdf......Page 2
sdarticle_002.pdf......Page 3
List of contributors......Page 4
Overview......Page 7
Introduction......Page 11
Withholding knowledge in organizations......Page 13
Power and Politics in Organizations......Page 16
Psychological Ownership......Page 18
Control-Oriented Marking......Page 19
Anticipatory Defenses......Page 20
Interpersonal Dynamics......Page 21
Organizational Culture and Norms......Page 22
Individual Characteristics......Page 24
Consequences of withholding knowledge......Page 26
The Individual......Page 27
The Organization......Page 29
Discussion and implications......Page 31
Implications for Human Resource Practices......Page 32
Implications for Research......Page 36
Acknowledgments......Page 39
References......Page 40
Job and team design: Toward a more integrative conceptualization of work design......Page 48
Introduction......Page 49
A brief history of work design......Page 52
Defining work design......Page 54
Work design outcomes......Page 56
Work Characteristics......Page 59
Worker Characteristics......Page 65
Work Characteristics......Page 67
Worker Characteristics......Page 70
Work Characteristics......Page 72
Worker Characteristics......Page 76
Worker and Work Characteristics Fit......Page 77
Composition Models......Page 79
Configurations of Work Characteristics......Page 81
Mechanisms through Which Work Design Affects Outcomes......Page 82
Informal Work Redesigns......Page 86
Conclusion......Page 87
References......Page 88
Pushing the boundaries: A review and extension of the psychological dynamics of intergenerational conflict in organizational contexts......Page 101
Introduction......Page 102
A conceptual overview of intergenerational contexts......Page 104
The Interpersonal Dimension......Page 106
The Intertemporal Dimension......Page 107
Combined Effects of the Interpersonal and Intertemporal Dimensions......Page 109
Increasing intergenerational beneficence through affinity, power, stewardship, and legacies......Page 110
Intergenerational Identification......Page 111
Empathy......Page 112
Perspective-Taking......Page 113
Culture and Self-Construal......Page 114
Feeling Responsible: The Counterintuitive Role of Power......Page 116
Leaving a Legacy: Immortality Striving, Resource Valence, and Generativity......Page 118
Mortality Salience......Page 119
Resource Valence......Page 120
Boundary conditions of previous research......Page 122
Defining ‘‘Generation’’ in Organizational Contexts......Page 125
Effects of diminishing the power of the decision maker......Page 128
Intergenerational Decisions as Two-Level Games......Page 129
To Whom is the Decision Maker Responsible?......Page 132
Intergenerational Reciprocity and Negotiation......Page 135
Power Differences across Generations in Organizational Settings......Page 137
The time horizon of future generations......Page 139
Bounded ethicality, issue construction, and ethical decision making in intergenerational contexts......Page 142
Concluding remarks......Page 145
References......Page 147
Exploration and exploitation business strategies and the contingent fit of alternative HR systems......Page 156
Introduction......Page 157
The importance of hr fit to achieve firm performance......Page 160
Matching HR systems to business strategies......Page 162
Exploitation and Mechanistic Structure......Page 163
Mechanistic Structure and the Bureaucratic Model of HR......Page 167
Mechanistic Structure and the Autocratic Model of HR......Page 168
Exploration and Organic Structure......Page 169
Organic Structure and the Engineering Model of HR......Page 173
Organic Structure and the Commitment Model of HR......Page 176
Conclusion......Page 178
References......Page 181
Meso-level theory of accountability in organizations......Page 184
Introduction......Page 185
Nature of accountability......Page 186
Foundation Studies......Page 189
Contemporary Micro-Level Accountability Research......Page 191
Foundation Studies......Page 192
Contemporary Macro-Level Accountability Research......Page 194
Nature of Meso Theory in Organizations......Page 196
Need for Meso Theory in Accountability......Page 197
Meso-model of accountability in organizations......Page 199
Environmental Factors......Page 200
Accountability Systems......Page 203
Accountability Structure......Page 204
Accountability Roles......Page 205
Accountability Focus......Page 207
Features of the Accountability Environment......Page 208
Accountability Purpose......Page 209
Accountability Source......Page 210
Accountability Salience......Page 211
Accountability Intensity......Page 212
The Experience of Accountability......Page 213
Resources and Capabilities......Page 218
Individual-Level Social Capital......Page 219
Organization-Level Social Capital......Page 221
Accountability Outcomes......Page 223
Individual......Page 224
Organization......Page 225
Individual......Page 226
Organization......Page 227
Individual......Page 229
Organization......Page 231
Past Challenges and Future Opportunities......Page 232
Implications for Future Research......Page 234
Conclusion......Page 236
References......Page 237
Introduction......Page 253
Why Study Intentional Negative Work Behaviors?......Page 254
Defining intentional negative behaviors......Page 256
Conceptualizations of Intentional Negative Work Behavior......Page 258
Discrete Behaviors......Page 259
Typologies of Intentional Negative Work Behaviors......Page 260
Antecedents of intentional negative work behavior......Page 264
Individual Differences......Page 266
Reactions to Discrete Events......Page 269
Stable Exogenous (to the Individual) Influences......Page 270
Connections across the Three Categories of Antecedents......Page 271
A process model of intentional negative work behavior......Page 272
Limitations and directions for the future......Page 276
Conclusions......Page 278
References......Page 279
The learning of socialization content: A framework for researching orientating practices......Page 284
Introduction......Page 285
Recent advances......Page 287
Organizational Tactics and Practices......Page 288
Organizational Socialization Tactics......Page 289
Orientation Programs......Page 291
Summary......Page 292
Social Agents......Page 293
Summary......Page 295
Newcomer Proactivity......Page 296
Individual Differences......Page 297
Information and Feedback Seeking Behaviors......Page 298
Other Proactive Behaviors......Page 299
Summary......Page 300
Socialization content......Page 301
Existing Typologies......Page 302
Expanded socialization learning content typology......Page 305
Language......Page 307
Modified Dimensions......Page 308
Social Relationships......Page 309
Politics......Page 310
Culture and Values......Page 311
Navigation......Page 312
Inducements......Page 313
Level of Socialization......Page 314
Temporal Considerations......Page 317
Integration of Content and Practices......Page 320
Summary......Page 326
Conceptual Needs......Page 328
Measurement Needs......Page 329
Research Needs......Page 330
Conclusion......Page 333
References......Page 334
About the authors......Page 342