Knowledge that Transforms

Work identity is important in the attraction and retention of staff, yet how the facets of such identity relate remains convoluted and unclear despite this being of interest to both scholars and practitioners. We use structural equation modeling to analyze empirical data from 144 employees in the United Kingdom's oil and gas industry, analyzing the nature and interrelationship of identification as individual‐level (career advancement) and social‐level (work group and organization) foci, as well as considering the two psychological self‐presentation factors (value expression and social adjustment) that direct and drive identification processes. A dichotomy between individual and social components of work identity is found, revealing a strong association between both social‐level foci of identification. Moreover, both components of work identity are found to be premised on different psychological factors, furthering our knowledge of the enmeshed nature of identity at work.

Against the backdrop of only a few empirical studies on the topic of up‐or‐out career models in professional service firms (PSFs), we highlight the importance of an explicit applicant perspective on the topic of up‐or‐out and develop a quantitative approach to analyze the perception and effects of up‐or‐out models in practice. Our empirical study is based on an online practitioner survey as well as on a two‐by‐two between‐subjects‐experiment with law and management students. The practitioner sample shows that the interviewed classic PSFs (law firms and accounting firms) have predominantly implemented alternative career positions in favor of up‐or‐out models while the interviewed Neo‐PSFs (management consulting firms) show a more balanced implementation of up‐or‐out models and extended career models. However, results of our experimental applicant study reveal that the potential employee groups have different preferences: Law students (and hence potential applicants of classic PSFs in the future) show a higher likelihood to apply in connection with the up‐or‐out‐model, whereas management students (and hence potential applicants of Neo‐PSFs in the future) show a higher likelihood to apply in connection with the alternative career model.

Work–family conflict (WFC) research has focused almost exclusively on nonimmigrant populations. To expand the understanding of WFC among immigrants, this longitudinal study (six‐month time lag) aimed to investigate the mechanisms linking acculturation, strain‐based WFC, and subjective well‐being. In order to do this, two theory‐based mediation models were developed and tested on a sample of 264 Chinese immigrants working in New Zealand using structural equation modeling. Results show that subjective well‐being mediated the effect of acculturation on strain‐based WFC, and acculturation did not directly influence strain‐based WFC. Furthermore, evidence was found for reciprocal relationships between strain‐based WFC and subjective well‐being, as well as for the same‐domain perspective. Strain‐based work interfering with family and strain‐based family interfering with work (two directions of strain‐based WFC) have significant effects on work‐related and family‐related well‐being, respectively, and vice versa. Overall, the present study provides an appropriate platform for future work–family research on immigrant populations and offers practical prescriptions for human resource managers to operate successfully within a diverse workplace.

This study examines support for quotas for women in leadership, a currently highly debated topic in management research and practice. Using a sample of German working adults ( N = 761), our results suggest that stereotypes about women ( n = 380) are significantly related to support for quotas for women in leadership. Ascriptions of agency to typical women, that is, the extent to which women are generally seen as assertive, active, and strong, were positively related to participants' support for quotas for women in leadership in male‐gendered industries and high hierarchical positions, whereas ascriptions of communality to typical women, that is, the extent to which women are seen as understanding, supportive, and caring, were generally positively related. This pattern emerged for both male and female participants. Unexpectedly, gender‐stereotypic ascriptions to men ( n = 381) were also related to support for quotas for women in leadership—with a positive relationship with agency in male‐gendered industries and a general negative relationship with communality, although these results were less pronounced. Implications for organizations are derived from these results, highlighting how the introduction of quotas for women in leadership can be smoothed by addressing how employees see women in terms of agency and communality.

In this multilevel study, the authors investigate the influence of country‐level formal institutions and workgroup behavior on foreign subsidiary employees' participation in employee stock ownership plans (ESOPs). Based on the perspectives of bounded rationality, transaction cost theory, and psychological ownership, the authors argue that weak formal institutions restrain multinational enterprises from effectively implementing ESOPs due to reduced employee participation. However, the authors expect that workgroup behavior—more specifically, the participation of the workgroup's members and superiors in ESOPs—has a positive influence on employees' ESOP participation. Furthermore, the authors analyze whether cross‐level effects of institutions and workgroup behavior function as substitutes or complements. They empirically examine the ESOP participation of 185,291 foreign subsidiary employees in 28 countries. The results confirm the hypotheses about direct effects of weak institutions and workgroup behavior and additionally provide support for a complementary relationship between institutions and workgroup behavior.

In this article, we propose that the concept of ethnic identity confirmation (EIC), the level of agreement between how expatriates view the importance of their own ethnic identity and how local employees view the importance of expatriates' ethnic identity, can explain why expatriates who are ethnically similar to host‐country employees are sometimes less effective than expected when working overseas. Multinationals often choose ethnically similar expatriates for international assignments, assuming these expatriates can more effectively acquire knowledge from local employees. Thus, understanding the specific challenges that endanger the realization of this potential is crucial. Our survey, administered to a sample of 128 expatriate–local employee dyads working in China, reveals that both ethnically similar and ethnically different expatriates acquire more local knowledge when EIC is high. However, the association between ethnic (dis)similarity and knowledge acquisition is direct for ethnically different expatriates, whereas for ethnically similar expatriates it is indirect via their perception of local employees' trustworthiness. We discuss this study's important implications and provide recommendations for multinationals on how to provide tailored support to expatriates who face different identity challenges.

Researchers frequently rely on general linear models (GLMs) to investigate the impact of human resource management (HRM) decisions. However, the structure of organizations and recent technological advancements in the measurement of HRM processes cause contemporary HR data to be hierarchical and/or longitudinal. At the same time, the growing interest in effects at different levels of analysis and over prolonged periods of time further drives the need for HRM researchers to differentiate from traditional methodology. While multilevel techniques have become more common, this article proposes two additional methods that may complement the current methodological toolbox of HRM researchers. Latent bathtub models can accurately describe the multilevel mechanisms occurring in organizations, even if the outcome resides at the higher level of analysis. Optimal matching analysis can be useful to unveil longitudinal patterns in HR data, particularly in contexts where HRM processes are measured on a continuous basis. Illustrating the methods’ applicability to research on employee engagement, this paper demonstrates that the HRM community—both research and practice—can benefit from a more diversified methodological toolbox, drawing on techniques from within and outside the direct field to improve the decision‐making process.

The assistance of host‐country nationals (HCNs) both within the workplace and in the external environment plays a significant role in expatriate adjustment and work performance on international assignments. Extant research exploring antecedents of HCNs' attitudes and behaviors toward expatriates focuses on personal and intrapersonal factors but overlooks organizational contextual effects. In this study, we propose and test a model that HCNs' willingness to help expatriates is influenced by HRM practices in international subsidiaries of multinational enterprises (MNEs). Results of analyzing data collected from Chinese subsidiaries of South Korean MNEs showed that high‐commitment HRM practices directly and indirectly influence HCNs' willingness to help expatriates through the mediation of perceived organizational support (POS). Socially responsible HRM indirectly influences the criterion variable through the mediation of organizational identification. Moreover, POS and organizational identification sequentially mediate the effect of high‐commitment HRM on HCNs' willingness to help expatriates. These findings shed some light on organizational antecedents that go beyond personal and intrapersonal factors of HCN attitudes and behavior toward expatriates.

The use of systematic approaches to evidence review and synthesis has recently become more common in the field of organizational research, yet their value remains unclear and largely untested. First used in medical research, evidence review is a technique for identifying, evaluating, and synthesizing existing empirical evidence. With greater demand for the best evidence about “what works” in organizational settings, nuanced approaches to evidence synthesis have evolved to address more complex research questions. Narrative synthesis is perceived to be particularly suited to evaluating diverse evidence types spanning multiple disciplinary fields, characteristic of the HRM domain. This article evaluates the narrative evidence synthesis approach, explains how it differs from other techniques, and describes a worked example in relation to employee engagement. We consider its strengths, the challenges of using it, and its value in HRM research.

This article argues that family firms in which the top management team (TMT) is dominated by nonfamily managers are more likely to shift risk to employees through incentive pay schemes than family firms with TMTs dominated by family members. We also argue that this tendency is aggravated in firms of bigger size, as this condition makes nonfamily managers more vulnerable. We further note that differences between family‐ and non‐family‐dominated TMTs may lessen when the sales trend is negative. The analyses conducted on a sample of 219 family‐controlled car dealerships in Spain confirm our expectations.