ABSTRACTRecently scholars across a range of fields have noted the importance of the issue of quiet quitting in term of both pervasiveness and profundity of impact. Our study views quiet quitting as employees intentionally opting actively to manage their work/working lives to adhere to contracted duties/hours while avoiding voluntarily taking on additional responsibilities, tasks, or roles. To date, almost universally, existing studies assume that quiet quitting is a single, monolithic, homogenous phenomenon which relentlessly generates ‘bad’ outcomes for firms and ‘good’ outcomes for perpetrators. This current study addresses these important assumptions with a key aim of our research is to supply grounded evidence of the nature of quiet quitting and to examine the outcomes of such actions for perpetrators' longitudinally. To facilitate this, we adopt the concept of commitment as our conceptual lens for explicating how employees' quiet quitting is manifested and utilize a longitudinal, qualitative research design to gauge outcomes. After outlining existing research in the area, we detail our research design and methodology, before presenting the insights gained during data collection and analysis. Our paper concludes with a discussion of a series of contributions to both theory and practice.

AbstractCorporate entrepreneurship, the discovery and pursuit of new opportunities through innovation and venturing, is an important source of competitive advantage. Corporate entrepreneurship involves a diverse set of activities such as innovation in products and processes; the development of internal and external corporate ventures; and the development of new business models, which require an array of roles, behaviors, and individual competencies. In this article, we define individual competencies and distinguish them from other individual difference constructs. We argue that given the unique requirements of corporate entrepreneurship, a competency‐based approach to assessing organizational human capital needs is superior to more traditional job‐analytic methods. Drawing on existing literature, we outline a competency framework for supporting corporate entrepreneurship and infer the underlying, measurable knowledge, skills, and abilities that contribute to these competencies. We conclude with a discussion of the implications of this framework for the staffing, training and development, and performance‐appraisal practices of firms seeking to promote corporate entrepreneurship. © 2006 Wiley Periodicals, Inc.

AbstractSupply chain integration constitutes the major thrust of supply chain management initiatives. In this study, we investigate the effects of organizational culture to determine the types of cultural characteristics that are strongly associated with efforts to integrate the supply chain and delivery performance. Previous researchers have theorized and demonstrated that organizational culture leads to adopting management practices consistent with the culture and that these practices are associated with firm performance. There has been a relative dearth of research, however, on the impact of organizational culture in operations management literature. Thus, this study investigates the effects of organizational culture, measured by the competing values framework (CVF), on two types of supply chain integration efforts: (1) internal integration and (2) external integration with key suppliers and key customers. Employing the CVF, we assess organizational culture along four dimensions—market, hierarchy, clan, and adhocracy. Results indicate that culture does influence firms to adopt internal and external integration practices. Our findings also provide evidence that a firm's adhocracy culture score is positively associated with external integration, while a firm's hierarchy culture score is negatively associated with both internal and external integration practices. © 2010 Wiley Periodicals, Inc.

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.

AbstractGiven the mixed evidence that having both women and men in the top management team (TMT) or in the board of directors (BOD) has a significant influence on organizational innovation, we resolve this issue by conceptualizing TMT–BOD gender diversity as part of a multiteam system, that has joint effects which impact organizational innovation. Evidence from the study of both Chinese firms and UK firms confirm our conceptualization by showing an interaction effect between TMT gender diversity and BOD gender diversity such that innovation is greatest when both are high. The positive TMT–BOD gender diversity interaction effect on innovation improves subsequent firm performance particularly in dynamic environments. The findings refine current thinking by going beyond research that tests intra‐team TMT or BOD diversity independently and instead considers inter‐team diversity across both leadership teams within the strategic leadership upper echelons. In sum, findings show that high levels of TMT and BOD gender diversity result in more organizational innovation, which ultimately improves firm performance. We offer implications for women's inclusion in leadership as well as for research on the upper echelons.

ABSTRACT A Google search of “quiet quitting” yields over 350 million results, which is remarkable given that the term is only a few years old. Although quiet quitting is a relatively new trend, the concept it describes—an employee's conscious decision to do the bare minimum in their job rather than going above and beyond—is familiar to researchers who have investigated organizational citizenship behavior (OCB). However, for those interested in the effective management of human resources, what is important—yet unknown—is how managers respond to employees who engage in quiet quitting. Therefore, in this conceptual paper, we use attribution theory to explore supervisor responses to employees who engage in quiet quitting and subsequently withhold OCB. We propose that supervisors will generally have negative reactions to employees' withholding OCB, but we further explain how evaluations of locus, controllability, and stability and principles of discounting and augmenting influence supervisor attributions. Finally, implications for human resource theory, research, and practice are discussed.

Human resource practitioners play a crucial role in promoting equitable treatment of persons with disabilities, and practitioner's decisions should be guided by solid evidence‐based research. We offer a systematic review of the empirical research on the treatment of persons with disabilities in organizations, using Stone and Colella's seminal theoretical model of the factors influencing the treatment of persons with disabilities in work organizations, to ask: What does the available research reveal about workplace treatment of persons with disabilities, and what remains understudied? Our review of 88 empirical studies from management, rehabilitation, psychology, and sociology research highlights seven gaps and limitations in extant research: (a) implicit definitions of workplace treatment; (b) neglect of national context variation; (c) missing differentiation between disability populations; (d) overreliance on available data sets; (e) predominance of single‐source, cross‐sectional data; (f) neglect of individual differences and identities in the presence of disability; and (g) lack of specificity on underlying stigma processes. To support the development of more inclusive workplaces, we recommend increased research collaborations between human resource researchers and practitioners on the study of specific disabilities and contexts, and efforts to define and expand notions of treatment to capture more nuanced outcomes.