This article examines the relationship between the deterioration of working conditions concomitan... more This article examines the relationship between the deterioration of working conditions concomitant with macroeconomic turbulence and employees’ citizenship, i.e. discretionary effort, towards the organisation. In particular, this study focuses on teams and how to redress the employee backlash against the increasing adversity experienced. Having collected data from 151 employees in 23 Cypriot small and medium enterprise teams during a macroeconomic crisis, the findings demonstrate that adverse working conditions relate negatively to discretionary effort only for those teams with low and moderate levels of information sharing. The study highlights the vital role of team information sharing in dampening the negative workplace repercussions of a deeply recessional economy.
The goal of personnel selection is to find predictors that, together, maximize the explained vari... more The goal of personnel selection is to find predictors that, together, maximize the explained variance in important job outcomes such as Task Performance or Work Engagement. Common predictors include Intelligence and Big Five Personality. Using Person-Organization Fit (P-O Fit) for selection purposes has been discussed, but, beyond Intelligence and Personality, evidence of the incremental predictive validity of P-O Fit in relation to task performance and work engagement is scarce. This study examines the practical utility of indirectly measured P-O Fit as a selection tool in a military setting. Measures of objective P-O Fit were obtained from actual applicants in a military selection setting and combined with self-report measures of Work Engagement upon organizational entry, and supervisor-rated Task Performance approximately two weeks later. P-O Fit predicted both Task Performance (R 2 = .041) and Work Engagement (R 2 = .038). More importantly, P-O Fit yielded incremental predictive validity in relation to both outcomes, also after controlling for intelligence and personality traits. While our initial models (including age, gender, intelligence, and personality) explained 25.1% and 5.8% of the variance in work engagement and task performance, respectively, this increased to 26.3% and 6.3%, respectively, after the inclusion of P-O Fit. Implications for practical use in selection systems are discussed.
This is a methodological presentation of the relationship between semantics and survey statistics... more This is a methodological presentation of the relationship between semantics and survey statistics in human resource development (HRD) research. This study starts with an introduction to the semantic theory of survey response (STSR) and proceeds by offering a guided approach to conducting such analyses. The reader is presented with two types of semantic algorithms and a brief overview of how they are calculated and how they can be accessed by interested researchers. Subsequently, we use semantic data to reanalyze a previously published study on the relationships between perceptions of a trainee program, intrinsic motivation, and work outcomes. The semantic algorithms can explain between 31 and 55% of the variation in the observed correlations. This article shows how the statistical models originally used to explore the survey data can be replicated using semantics either alone or as an identifiable source of variation in the data. All the steps are presented in detail, and the datasets as well as the statistical syntax necessary to perform the analyses are made available to the readers. Implications for methodology and the improvement of predictive validity in HRD research are discussed.
APA journals-the authoritative document, i.e., peer reviewed publication of record-may post a pre... more APA journals-the authoritative document, i.e., peer reviewed publication of record-may post a prepublication copy of the final manuscript, as accepted for publication as a word processing file, on their personal website, their employer's server, in their institution's repository, reference managers (e.g., Mendeley) and author social networks (e.g., Academia.edu and ResearchGate) after it is accepted for publication." http://www.apa.org/pubs/authors/posting.aspx Running head: Passion and support perceptions in changing burnout: a Johnson-Neyman approach 1
Worthless, " "money burning, " or "black holes" is how media and professionals describe complianc... more Worthless, " "money burning, " or "black holes" is how media and professionals describe compliance practices today. Practitioners are unenthusiastic ab out control systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, testing the self-determination theory in low and high hierarchical levels. Our fi ndings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. However, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies.
In recent years, there has been a resurgence of concern regarding the gap between academic resear... more In recent years, there has been a resurgence of concern regarding the gap between academic research and the ongoing daily practice of running businesses. In this article, we interview an individual who successfully made the transition not only from practice to research, but from military service to corporate life and then to academics. Professor Earl Walker is a retired U.S. Army Colonel who commanded armor units in Vietnam, worked as a corporate executive, and then transitioned into academic teaching and later academic administration. Over the course of his academic career, he has served as the dean of three business schools. In the interview, Walker describes his perceptions of the practice–research gap, revealing that it is in some ways smaller and other ways larger than others believe it to be.
International Journal of Managing Projects in Business, 2009
PurposeDoes the organizational culture of the base organization affect the way its projects are c... more PurposeDoes the organizational culture of the base organization affect the way its projects are carried out? The purpose of this paper is to investigate the relationship between one aspect of organizational culture, namely the formal rationality of the base organization and how projects are approached. The concept of McDonaldization is used to describe formal rationality; it covers four aspects: efficiency, predictability, calculability and control. Two types of approaches (here called project perspectives) to project management are studied: the task perspective (focus on a clearly defined endeavour from the start of the project) and the organizational perspective (focus on supporting the base organization in its change efforts). The relationship between formal rationality of the base organization and choice of project perspective is revealed.Design/methodology/approachEmpirical study based on a survey of 164 managers.FindingsThe paper shows that the degree of formal organizational ...
The purpose of this study was to explore the relationship between students' reactions to teaching... more The purpose of this study was to explore the relationship between students' reactions to teaching and their consequent performance as measured by course grades. Reactions to teaching were reported by 189 adult part-time students enrolled in postgraduate studies over two consecutive academic semesters across six different study programs in a large Norwegian training institution. These students' reactions to teaching were then assessed in relation to their consequent performance, in terms of their individual final course exam grades. The results showed that students' reactions to teaching were unrelated to their consequent course performance. Implications for practice and directions for future research are discussed.
Emerging trends in the workforce point to the necessity of facilitating work lives that foster co... more Emerging trends in the workforce point to the necessity of facilitating work lives that foster constructive and balanced relationships between professional and private spheres in order to retain employees. Drawing on the conservation of resources theory, we propose that motivational climate influences turnover intention through the facilitation of work-home spillover. Specifically, we argue that employees working in a perceived mastery climate are less likely to consider voluntarily leaving their employer because of increased positive-and reduced negative-work-home spillover experiences. We further argue that employees working in a perceived performance climate are more likely to consider voluntarily leaving their employer because of reduced positive-and increased negative-work-home spillover experiences. In a cross-lagged survey of 1074 employees in a Norwegian financial-sector organization, we found that workhome spillover partly mediates the relationship between a perceived motivational climate and turnover intention. Specifically, mastery climates seem to facilitate positive-and reduce negative-spillover between the professional and private spheres, which in turn decreases employees' turnover intention. Contrary to our expectations, a perceived performance climate slightly increased both positive and negative work-home spillover, however increasing employees' turnover intention. We discuss implications for practice and future research.
† The quantitative part of this research endeavour has taken a number of years from conceptualisa... more † The quantitative part of this research endeavour has taken a number of years from conceptualisation through to implementation. During this time we have tried to ensure that we gained the maximum possible through this multiauthor approach while maintaining the integrity of our research. Many of the authors were involved in conceptualising the research at face-to-face meetings held twice a year for this purpose during 2007-2014. Most of the authors were involved in data collection in some capacity in their representative countries. All of the main authors and many of the members in the 5C collaborative were then involved in the subsequent initial analysis and interpretation of the data in similar biannual meetings held during 2014-2019. In between each of the whole-collaborative meetings, the main authors took the group's inputs away to work on them in meetings held face to face, via email, and Skype. The article was drafted and revised equally among the three first-named authors; critical input and revisions from the 5C collaborative was invited at intervals throughout the process. The large number of authors has facilitated the collection of an extensive, multicountry data set, and has added credibility to both the data and its interpretation that, we believe, could not have been achieved with a smaller group.
Purpose Although organizations expect employees to share knowledge with each other, knowledge hid... more Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incid...
Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing.... more Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. Based on a multisource, multiwave field study among 956 employees from five Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors both at the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor-rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.
Although career proactivity has positive consequences for an individual's career success, studies... more Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries. This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success-financial success and work-life balance-and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a largescale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for worklife balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity.
In this paper, we examine the socio-cultural aspects of knowledge hiding. Specifically, we aim to... more In this paper, we examine the socio-cultural aspects of knowledge hiding. Specifically, we aim to deepen the understanding regarding the role that national cultural dimensions and motivation play in stimulating or preventing knowledge hiding. We investigate a three-way interaction among prosocial motivation, cultural tightness, and uncertainty avoidance to explain knowledge hiding in organizations. Our field studies involved working professionals from Slovenia (n = 123) and China (n = 253). Results show that the highest level of knowledge hiding happens when employees are met with a combination of a low level of prosocial motivation, a low level of cultural tightness, and a low level of uncertainty avoidance. The highest levels of knowledge hiding thus occur when employees are not motivated by the welfare of others, are inclined to take the risk and simultaneously perceive that deviation from cultural norms will not be sanctioned. We discuss the contributions and implications of our two studies for the fields of knowledge hiding and cross-cultural organizational behavior.
This article examines the relationship between the deterioration of working conditions concomitan... more This article examines the relationship between the deterioration of working conditions concomitant with macroeconomic turbulence and employees’ citizenship, i.e. discretionary effort, towards the organisation. In particular, this study focuses on teams and how to redress the employee backlash against the increasing adversity experienced. Having collected data from 151 employees in 23 Cypriot small and medium enterprise teams during a macroeconomic crisis, the findings demonstrate that adverse working conditions relate negatively to discretionary effort only for those teams with low and moderate levels of information sharing. The study highlights the vital role of team information sharing in dampening the negative workplace repercussions of a deeply recessional economy.
The goal of personnel selection is to find predictors that, together, maximize the explained vari... more The goal of personnel selection is to find predictors that, together, maximize the explained variance in important job outcomes such as Task Performance or Work Engagement. Common predictors include Intelligence and Big Five Personality. Using Person-Organization Fit (P-O Fit) for selection purposes has been discussed, but, beyond Intelligence and Personality, evidence of the incremental predictive validity of P-O Fit in relation to task performance and work engagement is scarce. This study examines the practical utility of indirectly measured P-O Fit as a selection tool in a military setting. Measures of objective P-O Fit were obtained from actual applicants in a military selection setting and combined with self-report measures of Work Engagement upon organizational entry, and supervisor-rated Task Performance approximately two weeks later. P-O Fit predicted both Task Performance (R 2 = .041) and Work Engagement (R 2 = .038). More importantly, P-O Fit yielded incremental predictive validity in relation to both outcomes, also after controlling for intelligence and personality traits. While our initial models (including age, gender, intelligence, and personality) explained 25.1% and 5.8% of the variance in work engagement and task performance, respectively, this increased to 26.3% and 6.3%, respectively, after the inclusion of P-O Fit. Implications for practical use in selection systems are discussed.
This is a methodological presentation of the relationship between semantics and survey statistics... more This is a methodological presentation of the relationship between semantics and survey statistics in human resource development (HRD) research. This study starts with an introduction to the semantic theory of survey response (STSR) and proceeds by offering a guided approach to conducting such analyses. The reader is presented with two types of semantic algorithms and a brief overview of how they are calculated and how they can be accessed by interested researchers. Subsequently, we use semantic data to reanalyze a previously published study on the relationships between perceptions of a trainee program, intrinsic motivation, and work outcomes. The semantic algorithms can explain between 31 and 55% of the variation in the observed correlations. This article shows how the statistical models originally used to explore the survey data can be replicated using semantics either alone or as an identifiable source of variation in the data. All the steps are presented in detail, and the datasets as well as the statistical syntax necessary to perform the analyses are made available to the readers. Implications for methodology and the improvement of predictive validity in HRD research are discussed.
APA journals-the authoritative document, i.e., peer reviewed publication of record-may post a pre... more APA journals-the authoritative document, i.e., peer reviewed publication of record-may post a prepublication copy of the final manuscript, as accepted for publication as a word processing file, on their personal website, their employer's server, in their institution's repository, reference managers (e.g., Mendeley) and author social networks (e.g., Academia.edu and ResearchGate) after it is accepted for publication." http://www.apa.org/pubs/authors/posting.aspx Running head: Passion and support perceptions in changing burnout: a Johnson-Neyman approach 1
Worthless, " "money burning, " or "black holes" is how media and professionals describe complianc... more Worthless, " "money burning, " or "black holes" is how media and professionals describe compliance practices today. Practitioners are unenthusiastic ab out control systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, testing the self-determination theory in low and high hierarchical levels. Our fi ndings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. However, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies.
In recent years, there has been a resurgence of concern regarding the gap between academic resear... more In recent years, there has been a resurgence of concern regarding the gap between academic research and the ongoing daily practice of running businesses. In this article, we interview an individual who successfully made the transition not only from practice to research, but from military service to corporate life and then to academics. Professor Earl Walker is a retired U.S. Army Colonel who commanded armor units in Vietnam, worked as a corporate executive, and then transitioned into academic teaching and later academic administration. Over the course of his academic career, he has served as the dean of three business schools. In the interview, Walker describes his perceptions of the practice–research gap, revealing that it is in some ways smaller and other ways larger than others believe it to be.
International Journal of Managing Projects in Business, 2009
PurposeDoes the organizational culture of the base organization affect the way its projects are c... more PurposeDoes the organizational culture of the base organization affect the way its projects are carried out? The purpose of this paper is to investigate the relationship between one aspect of organizational culture, namely the formal rationality of the base organization and how projects are approached. The concept of McDonaldization is used to describe formal rationality; it covers four aspects: efficiency, predictability, calculability and control. Two types of approaches (here called project perspectives) to project management are studied: the task perspective (focus on a clearly defined endeavour from the start of the project) and the organizational perspective (focus on supporting the base organization in its change efforts). The relationship between formal rationality of the base organization and choice of project perspective is revealed.Design/methodology/approachEmpirical study based on a survey of 164 managers.FindingsThe paper shows that the degree of formal organizational ...
The purpose of this study was to explore the relationship between students' reactions to teaching... more The purpose of this study was to explore the relationship between students' reactions to teaching and their consequent performance as measured by course grades. Reactions to teaching were reported by 189 adult part-time students enrolled in postgraduate studies over two consecutive academic semesters across six different study programs in a large Norwegian training institution. These students' reactions to teaching were then assessed in relation to their consequent performance, in terms of their individual final course exam grades. The results showed that students' reactions to teaching were unrelated to their consequent course performance. Implications for practice and directions for future research are discussed.
Emerging trends in the workforce point to the necessity of facilitating work lives that foster co... more Emerging trends in the workforce point to the necessity of facilitating work lives that foster constructive and balanced relationships between professional and private spheres in order to retain employees. Drawing on the conservation of resources theory, we propose that motivational climate influences turnover intention through the facilitation of work-home spillover. Specifically, we argue that employees working in a perceived mastery climate are less likely to consider voluntarily leaving their employer because of increased positive-and reduced negative-work-home spillover experiences. We further argue that employees working in a perceived performance climate are more likely to consider voluntarily leaving their employer because of reduced positive-and increased negative-work-home spillover experiences. In a cross-lagged survey of 1074 employees in a Norwegian financial-sector organization, we found that workhome spillover partly mediates the relationship between a perceived motivational climate and turnover intention. Specifically, mastery climates seem to facilitate positive-and reduce negative-spillover between the professional and private spheres, which in turn decreases employees' turnover intention. Contrary to our expectations, a perceived performance climate slightly increased both positive and negative work-home spillover, however increasing employees' turnover intention. We discuss implications for practice and future research.
† The quantitative part of this research endeavour has taken a number of years from conceptualisa... more † The quantitative part of this research endeavour has taken a number of years from conceptualisation through to implementation. During this time we have tried to ensure that we gained the maximum possible through this multiauthor approach while maintaining the integrity of our research. Many of the authors were involved in conceptualising the research at face-to-face meetings held twice a year for this purpose during 2007-2014. Most of the authors were involved in data collection in some capacity in their representative countries. All of the main authors and many of the members in the 5C collaborative were then involved in the subsequent initial analysis and interpretation of the data in similar biannual meetings held during 2014-2019. In between each of the whole-collaborative meetings, the main authors took the group's inputs away to work on them in meetings held face to face, via email, and Skype. The article was drafted and revised equally among the three first-named authors; critical input and revisions from the 5C collaborative was invited at intervals throughout the process. The large number of authors has facilitated the collection of an extensive, multicountry data set, and has added credibility to both the data and its interpretation that, we believe, could not have been achieved with a smaller group.
Purpose Although organizations expect employees to share knowledge with each other, knowledge hid... more Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incid...
Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing.... more Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. Based on a multisource, multiwave field study among 956 employees from five Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors both at the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor-rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.
Although career proactivity has positive consequences for an individual's career success, studies... more Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries. This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success-financial success and work-life balance-and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a largescale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for worklife balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity.
In this paper, we examine the socio-cultural aspects of knowledge hiding. Specifically, we aim to... more In this paper, we examine the socio-cultural aspects of knowledge hiding. Specifically, we aim to deepen the understanding regarding the role that national cultural dimensions and motivation play in stimulating or preventing knowledge hiding. We investigate a three-way interaction among prosocial motivation, cultural tightness, and uncertainty avoidance to explain knowledge hiding in organizations. Our field studies involved working professionals from Slovenia (n = 123) and China (n = 253). Results show that the highest level of knowledge hiding happens when employees are met with a combination of a low level of prosocial motivation, a low level of cultural tightness, and a low level of uncertainty avoidance. The highest levels of knowledge hiding thus occur when employees are not motivated by the welfare of others, are inclined to take the risk and simultaneously perceive that deviation from cultural norms will not be sanctioned. We discuss the contributions and implications of our two studies for the fields of knowledge hiding and cross-cultural organizational behavior.
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Papers by Anders Dysvik