Impacts of Information and Communication Technology Implementations on Employees' Jobs in Service Organizations in India: A Multi‐Method Longitudinal Field Study

India is an important frontier for economic growth, investments, and development. The service sector, like the manufacturing industry, in India is booming. Following the trend of their western counterparts, service organizations in India are implementing enterprise‐level information and communication technologies (ICTs) to support service processes. In this paper, we used socio‐technical systems theory to develop hypotheses about the effects of ICTs on the five job characteristics, i.e., skill variety, task identity, task significance, autonomy, and feedback, in the job characteristics model (JCM) in a service organization (a bank) in India. We also tested the entire JCM that relates job characteristics to job satisfaction and job performance via various mediators and moderators. In a 32‐month longitudinal field study of 1743 employees, we gathered one wave of data before an ICT implementation and two waves after the implementation. We found that, although the ICT enriched employees' job characteristics, employees reported significantly lower job satisfaction and job performance. To understand this puzzling finding, we conducted a qualitative study and identified four contextual forces that contribute to these results and hinder successful implementation of ICTs in the service sector in India and, possibly, other developing countries: environmental barriers, learning difficulty, culture shock, and employee valuation.     

Family Status and Work Attitudes: An Investigation in a Professional Services Firm

To help employees better balance work and family responsibilities, organizations are increasingly offering a variety of work–family programmes. However, anecdotal reports suggest that employees without spouses or children perceive that they receive fewer organizational benefits and bear greater burdens than their married or parent counterparts. By providing a more ‘family‐friendly’ work environment, organizations may foster perceptions of inequity in people without families (single adults without dependent children, SAWDCs), possibly resulting in lower job satisfaction and other work‐related outcomes. Using a sample of 454 employees of a professional services firm, we examined attitudinal differences between individuals with and without families. Findings suggest that SAWDCs and non‐SAWDCS differed in terms of age, organizational level, use of flexible work arrangements and firm tenure. However, we found no differences in hours worked, job involvement, job satisfaction or organizational commitment. Interestingly, SAWDCs had more favourable perceptions of the organization's work–family culture than non‐SAWDCs, suggesting that those who do not utilize family‐friendly benefits view them more favourably than those who actually need or use the benefits. In addition to identifying directions for future research, we offer suggestions for organizations, including taking a more universal approach to benefits to the advantage of all employees.     

Job Search: A Multidisciplinary Review and Research Agenda

Scholarly interest in job search has grown significantly over the years and can be located in diverse research streams: namely, economics, sociology and industrial/organizational psychology. This paper reviews these bodies of literature and makes a case for integration by proposing a multidisciplinary approach to understanding job‐seeking behaviors. To this end, the paper categorizes the respective literatures on the basis of common themes located in a conceptual multidisciplinary model of job search behaviors and outcomes. This model provides a more focused understanding of the job search literature and how it has developed in the related disciplines. Based on the review and conceptual model presented, the paper draws attention to several key areas for future research to advance the field further.     

7 Getting There from Here: Research on the Effects of Work–Family Initiatives on Work–Family Conflict and Business Outcomes

Abstract

Many employing organizations have adopted work–family policies, programs, and benefits. Yet managers in employing organizations simply do not know what organizational initiatives actually reduce work–family conflict and how these changes are likely to impact employees and the organization. We examine scholarship that addresses two broad questions: first, do work–family initiatives reduce employees’ work–family conflict and/or improve work–family enrichment? Second, does reduced work–family conflict improve employees’ work outcomes and, especially, business outcomes at the organizational level? We review over 150 peer‐reviewed studies from a number of disciplines in order to summarize this rich literature and identify promising avenues for research and conceptualization. We propose a research agenda based on four primary conclusions: the need for more multi‐level research, the necessity of an interdisciplinary approach, the benefits of longitudinal studies that employ quasi‐experimental or experimental designs and the challenges of translating research into practice in effective ways.     

Work–Life Balance and Parenthood: A Comparative Review of Definitions,Equity and Enrichment*

This review investigates the problems of definition and inequity with which the literature on parenthood and work–life balance is beset. It analyses research trajectories first within the established disciplines of organizational psychology and the sociologies of work and family practices, and then within the newer field of management studies. Gender, class and difference are singled out as troubling themes, especially in relation to fathers and impoverished parents. A tendency towards mono‐disciplinarity is observed within organizational psychology and sociologies of work and family practices. The review offers explanations for the historic but narrow definition within organizational psychology and sociologies of work and family practices of work–life balance as affecting mainly heterosexual dual‐career parent couples. The authors show how this narrow definition has led to inequities within research. They further identify as limiting the definition of work–life balance to be always ‘problematic’, rather than enriching, among employed parents. Consequently, a three‐factor framework is recommended, through which future studies may address the problems of definition and equity in work–life balance literature, including: a broader definition of work–life balance to include marginalized parents; the defining of parenting and employment as potentially life‐enriching; and a commendation of the transdisciplinary approach within management studies as poised to move debate forward.     

Examining the Impact of Pre‐Implementation Expectations on Post‐Implementation Use of Enterprise Systems: A Longitudinal Study

This article builds upon the technology acceptance model and theories of technology sensemaking to explore pre‐enterprise system adoption expectations and post‐enterprise system adoption outcomes in a longitudinal setting. Building on the exploitation and exploration paradigm, we propose that task productivity and task innovation expectations are the key drivers of users’ pre‐adoption enterprise system usage intention. Further, we argue that the enterprise system facilitates generation of a common knowledge base that may encourage a more integrated organizational culture and promote shared understanding among employees. Considering the distinction between mandatory and voluntary contexts, we propose that user acceptance of the enterprise system at the pre‐ and post‐adoption stages will mediate these relationships in a mandatory context. The results show that the influence of pre‐adoption expectations regarding task productivity and task innovation on intention to use an enterprise system is mediated by user acceptance of the enterprise system. Intention to use an enterprise system is positively related to actual use. At the post‐adoption stage, the influence of actual use on shared understanding is mediated by user acceptance of an enterprise system and enterprise system use has a direct negative impact on task efficiency in the initial period after implementation. Overall, the results highlight that user acceptance at both pre‐ and post‐adoption stages are critical factors when usage is mandatory. These findings suggest a number of important implications for research and for managerial action.     

Organizational Silence and Whistle‐Blowing on IT Projects: An Integrated Model*

An individual's reluctance to report bad news about a troubled information technology (IT) project has been suggested as an important contributor to project failure and has been linked to IT project escalation as well. To date, information systems researchers have drawn from the mum effect and whistle‐blowing literature to gain a better understanding of the factors that influence bad news reporting. More recent theoretical work in the area of organizational silence offers a promising new conceptual lens, but remains empirically untested. In this research note, we integrate key elements of Morrison and Milliken's (2000) model of organizational silence, which has never been empirically tested, with the basic whistle‐blowing model adapted from Dozier and Miceli (1985) . Using a role‐playing experiment, we investigate how organizational structures/policies, managerial practices, and degree of demographic dissimilarity between employees and top managers create a climate of silence and how this climate, in turn, affects an individual's willingness to report. Our results show that all three types of factors contribute to a climate of silence, exerting both direct and indirect influence on willingness to report, as hypothesized. The implications of these findings and directions for future research are discussed.     

Managing White‐Collar Work: An Operations‐Oriented Survey

Although white‐collar work is of vast importance to the economy, the operations management (OM) literature has focused largely on traditional blue‐collar work. In an effort to stimulate more OM research into the design, control, and management of white‐collar work systems, this paper provides a systematic review of disparate streams of research relevant to understanding white‐collar work from an operations perspective. Our review classifies research according to its relevance to white‐collar work at individual, team, and organizational levels. By examining the literature in the context of this framework, we identify gaps in our understanding of white‐collar work that suggest promising research directions.     

The Role of Social Support in Coping during the Anticipatory Stage of Organizational Change: A Test of an Integrative Model

Few researchers have explored how employees use social support to cope during organizational change. The current research proposed and tested a model that integrates moderation and mediation effects in order to understand how perceived available support influences employees' use of support mobilization to deal with change‐related stress. Survey data were collected from 476 health professionals working in a large public hospital undergoing large‐scale change and downsizing. Moderated path analyses revealed evidence to suggest that perceived available support plays a moderated mediation role during coping with change. Support mobilization mediated the indirect relationship between change‐related stress and job satisfaction, at both low and high levels of perceived available colleague support. Perceived available non‐work support moderated the relationship between support mobilization and job satisfaction, and perceived available supervisor support moderated the relationship between change‐related stress and support mobilization. The direction of simple effects was not always as expected and alternative explanations for these unexpected findings are offered, along with practical implications for supervisors managing organizational change.     

Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge‐centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.     

认知与情感信任、权力距离感和制度控制对领导授权行为的影响研究

本研究探讨了领导对于下属的认知信任和情感信任对不同维度授权行为的影响作用,以及权力距离感和组织制度控制的调节效应.结构方程模型分析的结果表明,领导对于下属的认知信任和情感信任均有助于增加领导的决策参与、信息分享和帮助指导的授权行为,并且,领导的下属认知信任对决策参与的影响作用最大.情感信任对帮助指导和信息分享的影响作用较大.层级回归分析的结果显示,领导的权力距离感和制度控制均对下属认知信任与三维度的授权行为之间的关系具有显著的调节作用.但是,只有制度控制对下属情感信任与三维度授权行为之间的关系调节作用显著.     

Re‐storying the Business,Innovation and Entrepreneurial Ecosystem Concepts: The Model‐Narrative Review Method

We propose a novel literature review method in order to systematically trace and reveal the dominant narratives of a body of literature: the model‐narrative review method. We apply this method to an ever‐growing literature on ecosystems in business studies, as it resembles a rich knowledge base with somewhat competing, overarching stories, replete with emplotted characters, systematic puzzles and embellished scientific drama. To interpret these unfolding storylines, we both separately engage with and connect seminal work on business, entrepreneurial and innovation ecosystems. Through thematic reading we map the key themes and scientific puzzles in each ecosystem type. Through enstoried reading we identify how authors construct the plot, narrative setting, emplotted characters, narrative voices and moral lessons around ecosystems. Through rhetorical reading we explicate the rhetorical devices and strategies that claim the relevance of their work. Our findings expose a number of hidden meanings and underlying assumptions, adding transparency to ecosystem rhetorics and enhancing conceptual clarity. Altogether, this method offers a systematic construction of model‐narratives to synthesize and critically reflect upon similarities and differences between related concepts and opens up space for alternative research questions.     

The Effectiveness of Management‐By‐Walking‐Around: A Randomized Field Study

Management‐by‐walking‐around (MBWA) is a widely adopted technique in hospitals that involves senior managers directly observing frontline work. However, few studies have rigorously examined its impact on organizational outcomes. This study examines an improvement program based on MBWA in which senior managers observe frontline employees, solicit ideas about improvement opportunities, and work with staff to resolve the issues. We randomly selected hospitals to implement the 18‐month‐long, MBWA‐based improvement program; 56 work areas participated. We find that the program, on average, had a negative impact on performance. To explain this surprising finding, we use mixed methods to examine the impact of the work area's problem‐solving approach. Results suggest that prioritizing easy‐to‐solve problems was associated with improved performance. We believe this was because it resulted in greater action‐taking. A different approach was characterized by prioritizing high‐value problems, which was not successful in our study. We also find that assigning to senior managers responsibility for ensuring that identified problems get resolved resulted in better performance. Overall, our study suggests that senior managers' physical presence in their organizations' front lines was not helpful unless it enabled active problem solving.     

Direct and Indirect Links Between Organizational Work–Home Culture and Employee Well‐being

The extent to which an organization's culture exhibits support for its employees' efforts to balance work and personal responsibilities has been shown to influence a number of work‐ and home‐related outcomes. This study tests a model with a mix of mediated and moderated relationships to investigate direct and indirect routes by which work–home culture may affect employee well‐being. Sex differences in these relationships are also explored. Data collected from public sector employees in the UK indicate that a supportive work–home culture is significantly associated with lower levels of psychosomatic strain among employees. For women, this relationship is mediated by reduced levels of work–home interference. Different types of support demonstrate different effects for men and for women: managerial support has a more beneficial impact on women's well‐being, and organizational time demands have a more detrimental impact on men's well‐being. Recommendations for managers to boost employee well‐being include shifting the focus away from presenteeism and toward work outputs in order to reduce gender stereotypes and improve attitudes toward those using flexible work practices and family‐friendly initiatives, incorporating work–home supportiveness into the managerial performance appraisal process, and compensating or otherwise recognizing employees taking on absent colleagues' workloads.     

10 Sociomateriality: Challenging the Separation of Technology,Work and Organization

Abstract

We begin by juxtaposing the pervasive presence of technology in organizational work with its absence from the organization studies literature. Our analysis of four leading journals in the field confirms that over 95% of the articles published in top management research outlets do not take into account the role of technology in organizational life. We then examine the research that has been done on technology, and categorize this literature into two research streams according to their view of technology: discrete entities or mutually dependent ensembles. For each stream, we discuss three existing reviews spanning the last three decades of scholarship to highlight that while there have been many studies and approaches to studying organizational interactions and implications of technology, empirical research has produced mixed and often‐conflicting results. Going forward, we suggest that further work is needed to theorize the fusion of technology and work in organizations, and that additional perspectives are needed to add to the palette of concepts in use. To this end, we identify a promising emerging genre of research that we refer to under the umbrella term: sociomateriality. Research framed according to the tenets of a sociomaterial approach challenges the deeply taken‐for‐granted assumption that technology, work, and organizations should be conceptualized separately, and advances the view that there is an inherent inseparability between the technical and the social. We discuss the intellectual motivation for proposing a sociomaterial research approach and point to some common themes evident in recent studies. We conclude by suggesting that a reconsideration of conventional views of technology may help us more effectively study and understand the multiple, emergent, and dynamic sociomaterial configurations that constitute contemporary organizational practices.     

A ‘No Blame’ Approach to Organizational Learning

In high‐reliability organizations (HROs) even minor errors can seriously hinder the very existence of the firm and the safety of employees and customers. Field studies have shown that HROs encourage the reporting of errors and near misses, exploiting these incidents to improve their operative processes. In this paper, we describe this practice as a ‘no blame’ approach to error management, and link it to learning theory, showing how no blame practices can enhance organizational learning. By taking a cognitive perspective of organizations, we draw on existing contributions and on a set of empirical case studies to discuss the characteristics of no blame practices, and their applicability in traditional, non‐HROs. Our findings show that, in exploiting information from error‐reporting, no blame practices are beneficial in environments where learning and reliability issues are particularly relevant. Empirical evidence suggests that a no blame approach can be extremely constructive for organizations that want to enhance their learning processes. We conclude that a no blame approach is a valuable way to achieve an organization that has flexibility and variability. However, no blame practices imply a set of organizational issues and costs that pose significant challenges to firms operating in non‐high‐reliability settings. The findings from our study contribute to the literature on HROs and organizational learning.     

The Effect of Single Rater Bias in Multi‐Stakeholder Research: A Methodological Evaluation of Buyer‐Supplier Relationships

As the global competitive landscape intensifies, firms have looked to their supply chain organizations to improve cost, visibility, and cycle time performance across functions, products, and markets. As a result, the scope of supply chain related operations have increasingly cut across organizational boundaries. To understand and capture such cross‐organizational activities, researchers have broadened the focus of their studies and included multiple stakeholders in their analysis (e.g., integration, sustainability, and buyer‐supplier relationships). However, multi‐stakeholder research has also increased the complexity and effort required to conduct studies across organizational boundaries. Unfortunately, many studies that use multi‐stakeholder constructs fail to fully address their multi‐sided nature during both construct conceptualization and data collection. Several studies suggest that neglecting the multi‐sided nature of certain constructs can affect the research validity and reliability and may invalidate research inferences and results, although such concerns have not been empirically demonstrated. The current study addresses this gap by performing a series of tests using data from 105 matched pairs of buyers and their suppliers to illustrate key methodological considerations for conducting multi‐stakeholder research. This study also offers practical guidance regarding assumptions routinely made in single rater research and proposes when single rater data may be appropriate for multi‐stakeholder research.     

Replication of Routines in Organizations: Existing Literature and New Perspectives

Replication of existing routines in new contexts is an important value‐creating strategy for organizations. This paper synthesizes the state of research on replication and organizes the literature around two broad themes: forward knowledge flows (i.e. from a replicator to a replicatee) and reverse knowledge flows. The authors show that the theoretical assumptions of existing research leave important questions around the replication of routines unaddressed. More specifically, they identify research gaps in regard to micro‐level processes of replication. Little is understood about the performance of routines in practice and, related to that, the processes through which routines change during replication. Drawing on recent theorizing on organizational routines, in particular the relationship between the ostensive and performative aspects, helps the authors to unpack the micro‐level processes of forward and reverse knowledge flows. This paper opens two new trajectories for research on replication: (1) a focus on the actions of individual actors in the enactment of organizational routines provides new possibilities for understanding how replication is an inherently political process; (2) conceptualizing change as endogenous within the performance of routines offers a route to a more nuanced understanding of change and deviation in the process of replication. The paper closes with a summary of major theoretical arguments, questions for further research and implications for practitioners.     

‘Full‐time is a Given Here’: Part‐time Versus Full‐time Job Quality*

This study explores full‐time workers' understanding of and assumptions about part‐time work against six job quality components identified in recent literature. Forty interviews were conducted with employees in a public sector agency in Australia, a study context where part‐time work is ostensibly ‘good quality’ and is typically long term, voluntary, involving secure contracts (i.e. permanent rather than casual) and having predictable hours distributed evenly over the week and year. Despite strong collective bargaining arrangements as well as substantial legal and industrial obligations, the findings revealed some serious concerns for part‐time job quality. These concerns included reduced responsibilities and lesser access to high status roles and projects, a lack of access to promotion opportunities, increased work intensity and poor workplace support. The highly gendered, part‐time labour market also means that it is women who disproportionately experience this disadvantage. To foster equity, greater attention needs to focus on monitoring and enhancing job quality, regardless of hours worked.     

Human Resource Development in SMEs: A Systematic Review of the Literature

Human Resource Development (HRD) in small and medium‐sized enterprises (SMEs) is a significant area of scholarship. However, the cumulativeness of research on HRD in SMEs remains relatively low when compared to HRD generally. This paper reports a systematic literature review (SLR) to synthesise research in this area. A disciplined screening process resulted in a final sample of 117 papers published in 31 journals from 1995 to 2014. The synthesis of these empirical and theoretical studies revealed that: (a) the literature utilises a narrow range of theoretical and conceptual perspectives; (b) HRD is being investigated across a variety of SME contexts, themes and units of analysis; (c) researchers define HRD in multiple ways and use a diverse set of measures of HRD activity; (d) there is significant potential for future research across the SME and HRD disciplines, SME settings and beyond existing theoretical perspectives. We offer suggestions for further advancing the development of this area of research in terms of theory, content and methodology.