Search

In the context of working from home triggered by the Covid-19 pandemic, we theorize on inclusive organizational behavior (IOB), considering participation as a key element in dealing with diverse interests among organizational actors when defining the future of work. We adopt a mixed-method design to examine qualitative data from four companies as well as data from an online survey of 157 companies. In Study 1, we identify four IOB approaches (harmonizing, balancing, silencing, and blighting), illustrating how organizational actors (managers, HR managers, employees, and the latter's representatives) deal with diverse interests in more or less participative ways. We develop a model of IOB that integrates the interaction between heterogeneity of interests and participation targeting organizational culture, organizational structures, and everyday (inter-)actions. In Study 2, we examine the relationship between heterogeneity, participation, and organizational experiences with working from home. Our findings show that a higher degree of participation relates positively to experiences with working from home. The results on heterogeneity and its interaction with participation are more inconclusive. Our research contributes to the conceptualization and practical implementation of IOB by emphasizing the importance of participation in co-creating coherence between given and potentially emerging interests in a constantly changing world of work. [ABSTRACT FROM AUTHOR]

What drives individuals to work until late at night or during holidays, and how do they stop work or keep work commitment in its place? This qualitative study examines boundary work between the professional and the personal life domains. Drawing on interviews with 26 academics, we identify various boundary work drivers and tactics. Norms prevailing in the professional field, career requirements and high workloads, as well as strong intrinsic passion for science -- the libido sciendi -- drive people to work long hours and to blend the professional--personal boundary. Whereas work--life integration is the 'default mode' in academia, individuals use segmentation as an active counter-strategy aimed at ensuring productivity and one's health, or meeting family and personal life needs. They adopt sophisticated segmentation tactics including self-tricking or locking oneself in to protect themselves from negative side-effects of too much integration. However, segmentation tactics can not only restrict integration but also support it, for instance through the creation of 'free' times and spaces. Our findings expand boundary theory by identifying manifold boundary-work drivers and tactics and by revealing that integration and segmentation are not just two opposing poles of a continuum but they are mutually connected, limiting or enabling one another. [ABSTRACT FROM AUTHOR]

Our goal in the current symposium is to build on this base of knowledge regarding the barriers faced by refugees, and to present research that unpacks the processes and factors that enable refugees to overcome tremendous challenges in pursuing successful employment from multiple perspectives. In doing so, we provide deeper insight into the problems and challenges that refugees face, provide preliminary solutions, and make theoretical contributions in the field. Finding solutions to the barriers that refugees face is necessary, as research has found that the single most important factor for successful refugee resettlement is securing employment (Porter & Haslam, 2003). From a theoretical standpoint, researchers have started to criticize current career theories for failing to describe the careers of underprivileged people, such as refugees, as underprivileged people often lack agency and choice in their careers (Duffy, Blustein, Diemer, & Autin, 2016). Thus, the scholarship presented here aligns with the 2021 conference theme Bringing the Manager Back in Management, as managers increasingly face the challenge of shaping how organizations are perceived by society. Our symposium addresses critical questions pertaining to the successful management of organizations, such as factors that can enable refugee career adaptability, how managers successfully and ethically integrate refugees into their workplace and identifying potential barriers refugees may face during their job search process. We focus on the two major career choices refugees face: traditional employment and entrepreneurship. Uncovering the Relationship Between Openness to Experience and Career Adaptability in Refugees. Presenter: Alexander Newman; Deakin U. Presenter: Karen Dunwoodie; Deakin U. Presenter: Zhou Jiang; Flinders U. Presenter: Ingrid Nielsen; Monash U., Australia. Gender Similarities and Differences in Experiences in Refugee Entrepreneurs. Presenter: Hans Van Dijk; Tilburg U. Presenter: Sophie Alkhaled; Lancaster U. Management School. Presenter: Lena Knappert; Vrije U. Amsterdam. Presenter: Silke Van Herk; Tilburg U. Fostering Refugees' Labor Market Integration: The Roles of Businesses and Host Country Agencies. Presenter: Katja Wehrle; Justus-Liebig U. Giessen. Presenter: Ute-Christine Klehe; Justus-Liebig U. Giessen. Presenter: Mari Kira; U. of Michigan. Organizational Socialization Practices, Refugees' Experiences, and Polyrhythmic Socialization. Presenter: Elena Glauninger; U. of Graz. Presenter: Renate Ortlieb; U. of Graz. Presenter: Silvana Weiss; U. of Graz. Development of the Refugee Job Search Stressor Scale. Presenter: Matthew Hanson; SUNY, Albany. Presenter: Lisa E. Baranik; U. at Albany, State U. of New York. Presenter: Rachel Williamson Smith; Louisiana State U. Presenter: Liyue Fan; U. of North Carolina, Charlotte. [ABSTRACT FROM AUTHOR]

Do inclusive organizations do only good? The diversity literature depicts the inclusive organization as an ideal entity that would welcome social minorities, who feel valued and belonging in this organization and participate in organizational decision-making. This article argues that proponents of the notion of inclusion overlook that inclusive organizations may affect workers' identities in a problematic way. Using the example of recent refugees from Afghanistan and Syria working in Austria and drawing on a multiple case study design, it shows how various organizational practices and actors create a three-fold identity of the 'good', the 'glorious' and the 'grateful' refugee, who fits in with the organization. In a long-term collective accomplishment, which also involves the refugees themselves, a number of features are added to the refugees' identities, whereas other features are removed. These features refer not only to the refugees' work behaviour but also to their living in Austria and their social status as a refugee. The study findings suggest that while the 'good'glorious'grateful' identity allows refugees to work in inclusive organizations, it also constrains their sense of being. [ABSTRACT FROM AUTHOR]

The early stages of academic careers are typically characterized by high insecurity. Junior scientists often do not know whether they will succeed within this highly competitive career field. Sometimes, they do not even know whether they wish to pursue an academic career at all. While previous research concentrates on the consequences of job or career insecurity, knowledge on the antecedents of career insecurity--in particular, in the field of academia--is only limited. In this paper we theoretically and empirically analyze the antecedents of academic career insecurity. We integrate previous empirical findings by linking them to the notions of "boundaryless careers", "protean careers" and Bourdieu's "homo academicus". Against this background we formulate testable hypotheses. The data base of our empirical analyses originates from an online survey of all junior faculty members of a large Austrian university. Results of regression analyses indicate that the most important factors that diminish academic career insecurity are personal effort, geographical mobility, qualification level, and workplace autonomy. In contrast, gender, socio-economic background, kinship responsibilities, career support, and social inclusion do not seem to affect academic career insecurity. We discuss implications for theory and practice. [ABSTRACT FROM AUTHOR]