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The information technology (IT) industry is becoming more widely renowned for its professionals seeking global career opportunities. These individuals independently build careers abroad, often receiving limited economic benefits while facing socially conditioned perceptions from their employers, peers, managers and clients. However, there is little research on how they perceive their personal and social worlds, and use their knowledge, skills and other personal resources to shape their careers in these circumstances. This study explores the meaning of being a foreign professional as understood by the IT professionals themselves by reflecting on their expectations, emotions and interactions with others. In-depth interviews were conducted with 11 non-national professionals working in domestic IT companies in Germany. We used interpretative phenomenological analysis to gain insight through their individual perspectives into their agentic work behaviours and the injustices they perceived. We identified three major themes that explained how participants interpreted their roles in their organisations (reinterpretation), resituated themselves in their interactions with clients (recontextualisation) and changed the way they made sense of their status in their current circumstances (reframing). The experiential themes were discussed in light of literature, while individual nuances led us to identify unexplored features of the studied phenomenon. [ABSTRACT FROM AUTHOR]

This study explores the nomological network of family‐supportive supervisor behaviours (FSSBs) at the weekly level. Drawing on the tenets of the work–home resources (W‐HR) model and the conservation of resources theory, we integrate relational resources in the model and investigate their role as triggers of FSSBs. Furthermore, we explore how FSSBs relate to both within domain (production deviance and employee creativity) and between domain (sleep quality and dyadic adjustment) employee outcomes, with a focus on exhaustion as a mediator. Our findings show that (1) spousal support experienced by the supervisor is positively related to the employee's perception of FSSBs as enacted by the supervisor, (2) employees' perceptions of FSSBs are negatively related to employees' production deviance and (3) exhaustion is a mediator between FSSBs and employee outcomes of creativity, sleep quality and dyadic adjustment. Our findings across two multisource and diary studies underline the importance of designing and implementing FSSBs in a dynamic fashion. [ABSTRACT FROM AUTHOR]

Previous studies have overlooked critical differences between different aspects of employees' knowledge-hiding behaviors. Using Social Information Processing theory as an anchor, we fill this void by investigating the impact of servant leadership on three distinct aspects of employees' knowledge-hiding behaviors: evasive hiding, playing dumb, and rationalized hiding. Specifically, we propose that servant leadership is negatively related to evasive hiding and playing dumb, and yet, paradoxically, positively related to rationalized hiding. We further propose employee perspective taking as a crucial underlying mechanism and employee justice orientation as a relevant boundary condition of the hypothesized relationships between servant leadership and employees' knowledge-hiding behaviors. Our time-lagged and two-source data provide support for our hypotheses. The theoretical and practical implications of our findings are discussed. [ABSTRACT FROM AUTHOR]

Why does Administration Industrielle et Générale have a major status in the history of management thought? We argue that the rational reason for the enthusiasm for Fayol's theory disguises the irrational and unconscious fears in societies for which the cool rationality of Fayol's work offered a soothing balm. We discuss this in two different but relatively similar post-war settings—France in the 1920s, which saw the first major upsurge of interest in Fayol's work, and the mid-twentieth century USA, where his work was rediscovered and attained canonical status. The reception to his work in the aftermaths of the two world wars prove particularly important in understanding how historico/politico/emotional affect influences the reception to a body of work. We suggest it is not the ideas themselves that were of prime importance, but how those ideas resonated with the historical, political and emotional context in which they were debated and taken up. [ABSTRACT FROM AUTHOR]

This article explores how racialised professionals experience selective incivility in UK organisations. Analysing 22 in-depth, semi-structured interviews, we provide multi-level findings that relate to individual, organisational and societal phenomena to illuminate the workings of subtle racism. On the individual level, selective incivility appears as articulated through ascriptions of excess and deficit that marginalise racialised professionals; biased actions by white employees who operate as honest liars or strategic coverers; and white defensiveness against selective incivility claims. On the organisational level, organisational whitewashing, management denial and upstream exclusion constitute the key enablers of selective incivility. On the societal level, dynamic changes relating to increasing intolerance outside organisations indirectly yet sharply fuel selective incivility within organisations. Finally, racialised professionals experience intersectional (dis-)advantages at the imbrications of individual, organisation and society levels, shaping within-group variations in experiences of workplace selective incivility. Throughout all three levels of analysis and their interplay, differences in power and privilege inform the conditions of possibility for and the continual reproduction of selective incivility. [ABSTRACT FROM AUTHOR]

What does having power mean, not for, but to an individual at work? In this article, we focus on the individual's concerns and experiences in the work setting and discuss how individuals conceptualise and construct their own power at work. This perspective is important due to its corresponding implications for how individuals choose their jobs, how they show proactive work behaviours and how they are engaged in power relations in organisations. In-depth interviews with 11 participants were subjected to interpretative phenomenological analysis and key themes were identified to explain how these individuals cognitively, socially and operationally crafted their 'own' versions of power in their organisations. Despite the idiosyncratic similarity among the participants, our analysis revealed a clear divide: 'position-based power holders' and 'territory holders'. We first present our findings and results with interview excerpts and implications drawn from the emergent themes based on participant accounts. Next, we focus on two individual cases to explain how these individuals identified themselves as power holders within their own organisational contexts. Finally, we discuss our findings in association with other theoretical frameworks and concepts including the meaning of power, the organisational context and proactive work behaviours. [ABSTRACT FROM AUTHOR]

This study extends previous research on organizational resilience by focusing on its relational resilience dimension and integrating with its operational resilience dimension. Our main goal is to understand relational resilience construct and complement it with operational resilience construct to have a complete and balanced picture of organizational resilience. We analyze complementary contributions of relational and operational resilience on organizational resilience in survival and sustainability dimensions. A multiple-case study has been conducted on two manufacturing and two service organizations. This study has conceptualized relational resilience beyond its survival dimension and extended it in sustainability dimension. This understanding enables congruence with the recent conceptualization of organizational and operational resilience in survival and sustainability aspects. [ABSTRACT FROM AUTHOR]

This paper conceptualises "human resource (HR) differentiation" as a set of deliberate and differentiating HR practices across individuals within the organisation to address employees' unique work needs and preferences as well as reward them for their input. Despite the importance of HR differentiation, research has mainly focused on the recipients of such practices, overlooking the consequences of HR differentiation from co‐workers' perspective. This is a significant omission because a growing concern suggests that HR differentiation might be a double‐edged sword, as the presumed positive effects might only be confined to employees benefiting from it. Taking a first step, this paper offers a conceptual model that explains how co‐workers of a focal employee, who is entitled to an advantageous outcome through HR differentiation, are likely to react, either positively by showing contentment or negatively by showing anger, with behavioural consequences towards the focal employee and organisation. In so doing, we rely on deontic justice theory and explore contextual conditions at the individual and team level under which co‐workers react. As a result, our model can inspire future research by adopting a broader and more inclusive approach to HR differentiation, underlining the need for caution when implementing HR differentiation in a team setting. [ABSTRACT FROM AUTHOR]

In this weekly diary study, we integrated research on job crafting to explore the associations between expansion and contraction oriented relational job crafting, work engagement and manager-rated employee behaviours (work performance and voice). Furthermore, we investigated cross-level moderations of prosocial and impression management motives on our proposed associations. We tested our hypotheses with matched data collected over seven weeks in Istanbul, Turkey. The results from multilevel analyses revealed that (a) expansion oriented relational job crafting is positively related with work performance and voice via work engagement, while (b) contraction oriented relational job crafting is negatively related with work performance and voice via work engagement, all measured at the week level. Furthermore, impression management motives of employees moderated the association between expansion oriented relational job crafting and work engagement in that this positive association is stronger for employees low on impression management motives. Our results contribute to job crafting research in two ways. First, it focuses on relational job crafting and discusses how and why the two opposite types of relational job crafting (expansion versus contraction oriented) impact on work engagement and employees' key outcomes in the way they do. This addresses the question 'is there a dark side to job crafting?' Second, it focuses on the importance of context and integrates two motives relevant to understand how relational job crafting unfolds, thereby taking a step to address questions for whom (i.e. what kinds of employees), relational job crafting is more effective and translates into enhanced (vs deteriorated) work outcomes. Moreover, our use of a weekly within-person design adds to a recently growing research stream emphasizing the dynamic nature of job crafting. [ABSTRACT FROM AUTHOR]

In this research, we investigated the predictive powers of I-deals and job crafting on key employee outcomes (in-role work performance, citizenship behaviors directed at organization and co-workers, affective commitment and intentions to stay). In doing so, we also compared the explanatory degree of job crafting and I-deals on these outcomes. We used two sets of samples, both drawn from across different industries in Istanbul, Turkey. The first study examined the factorial structures of job crafting and I-deals scales. The second study is used to test our hypotheses regarding effects and strengths of I-deals and job crafting on the outcomes. Findings from series of structural equation models underscored that I-deals are more critical in leading to enhanced employee outcomes compared to the effects of job crafting. We discuss the role of these proactive behaviors in today’s ever-changing business settings. [ABSTRACT FROM PUBLISHER]