Apologies for any cross-posting.
A new issue of Human Relations is available online: Human Relations September 2015; Vol. 68, No. 9 - we hope you enjoy reading these articles.
The entire issue can be accessed online at http://hum.sagepub.com/content/68/9?etoc .
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SEPTEMBER ISSUE ARTICLES
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The collective endorsement of James Meredith: Initiating a leader identity construction process
John H Humphreys, Milorad M Novicevic, Jack Smothers, Stephanie S Pane Haden, Mario Hayek, Wallace A Williams, Jr, Jennifer D Oyler, and Russell W Clayton
Human Relations September 2015 68(9): 1389–1413, first published online March 24, 2015, doi: 10.1177/0018726714556292
http://hum.sagepub.com/content/68/9/1389?etoc
Abstract
We analyse mothers' retrospective accounts of their transition from professional worker to stay-at-home mother using a framework that integrates sensemaking and border theory. The data come from in-depth interviews with former professional and managerial women in London. Continuing struggles to reconcile professional and maternal identities before and after workplace exit illustrate how identity change is integral to workplace exit. The concept of 'choice', which takes place at one point in time, obfuscates this drawn-out process. Mothers pay a high cost in lost professional identities, especially in the initial stages after workplace exit. They cope with this loss and the disjuncture of leaving employment by moving back and forth across the border between home and work – a classic action of sensemaking. Subsequent communal sensemaking and community action bolster mothers' fragile status at home, eventually leading to reconciliation of their loss and finally enabling them to view their exit 'choice' as right.
Who am I? Mothers' shifting identities, loss and sensemaking after workplace exit
Shireen Kanji and Emma Cahusac
Human Relations September 2015 68(9): 1415–1436, first published online March 16, 2015, doi: 10.1177/0018726714557336
http://hum.sagepub.com/content/68/9/1415?etoc
Abstract
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader– member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-quality exchange that can interfere with productive group processes and the benefits of a favorable work climate. This article examines the incremental effects of group-level LMXD over average group levels of LMX on three group processes (co-worker communications, relationship conflict and team-member exchange) and three justice climates (interactional, procedural and distributive). Results from 87 intact teams indicate that LMXD has a sizable and negative impact on all group-level processes. LMXD also substantially decreases the strength of interactional, procedural and distributive justice climates. The incremental effects for LMXD on
justice climate levels were negative for interactional justice and surprisingly positive for distributive justice. Post hoc analyses indicate an additional positive moderating effect of LMXD for relationship conflict and interactional justice climate level.
Trouble at the next level: Effects of differential leader–member exchange on group-level processes and justice climate
Anthony T Cobb and Rebecca S Lau
Human Relations September 2015 68(9): 1437–1459, first published online February 10, 2015, doi: 10.1177/0018726714557873
http://hum.sagepub.com/content/68/9/1437?etoc
Abstract
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader–member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-quality exchange that can interfere with productive group processes and the benefits of a favorable work climate. This article examines the incremental effects of group-level LMXD over average group levels of LMX on three group processes (co-worker communications, relationship conflict and team-member exchange) and three justice climates (interactional, procedural and distributive). Results from 87 intact teams indicate that LMXD has a sizable and negative impact on all group-level processes. LMXD also substantially decreases the strength of interactional, procedural and distributive justice climates. The incremental effects for LMXD on
justice climate levels were negative for interactional justice and surprisingly positive for distributive justice. Post hoc analyses indicate an additional positive moderating effect of LMXD for relationship conflict and interactional justice climate level.
Re-reading masculine organization: Phallic, testicular and seminal metaphors
Stephen A Linstead and Garance Maréchal
Human Relations September 2015, 68(9): 1461–1489, first published online before print March 5, 2015, doi: 10.1177/0018726714558146
http://hum.sagepub.com/content/68/9/1461?etoc
Abstract
This article examines the metaphorical resources provided by specific parts of the male body for thinking masculinity in social and organizational contexts. The genital metaphor of the male phallus is the most familiar, being associated with a form of hegemonic masculinity identified with power and control. However, other parts of the male genitalia can and do act as root metaphors for alternative forms of masculinity. Where the phallic metaphor focuses attention on power and control, the testicular and seminal metaphors highlight aspects of masculinity that are more relational and creative and bring it closer to the feminine. Whilst in social and organizational practice these coexist, in organizational analysis the emphasis has implicitly and explicitly been on the phallic. We generate a framework of the characteristics of each metaphor identifying positive, negative and excessive/inverted modalities that they can take, especially within
organizational and institutional settings. We argue that applying a richer metaphorical frame to the study of gendered organizations will facilitate the acknowledgement of neglected potentials in masculinity for co-creating initiatives for organizational change.
What is the relationship between long working hours, over-employment, under-employment and the subjective well-being of workers? Longitudinal evidence from the UK
David Angrave and Andy Charlwood
Human Relations September 2015 68(9): 1491–1515, first published on March 26, 2015, doi: 10.1177/0018726714559752
http://hum.sagepub.com/content/68/9/1491?etoc
Abstract
Are long working hours, over-employment and under-employment associated with a reduction in subjective well-being? If they are, is the association long or short-lasting? This article answers these questions through within-person analysis of a nationally representative longitudinal survey from the United Kingdom. The results suggest that long working hours do not directly affect subjective well-being, but in line with theories of person–environment fit, both over-employment and under-employment are associated with lower subjective well-being. However, over-employment is more likely for those who work the longest hours. The duration of the subjective well-being penalty associated with over-employment and under-employment is typically short, but subjective well-being levels tend to remain depressed for those who remain over-employed for two years or more. Results imply that state and organizational policies that reduce the incidence of long hours working are likely to enhance aggregate well-being levels.
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AUGUST FREE ACCESS ARTICLE
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Enhancing performance of geographically distributed teams through targeted use of information and communication technologies
Arvind Malhotra and Ann Majchrzak
Human Relations April 2014, 67(4): 389–411, doi: 10.1177/0018726713495284
http://hum.sagepub.com/content/67/4/389.full.pdf+html
Abstract
Increasingly, geographically dispersed teams are relying exclusively on sophisticated information and communication technologies (ICTs) to coordinate their knowledge. Current research argues that the reliance on the technology (versus face-to-face) for communication may inhibit geographically distributed team performance. In contrast, we argue that previous research associates negative performance effects with the level or degree of exclusive reliance on ICT without regard to the specific form or ways in which team members use ICT. We hypothesize that teams will be more successful when they use ICT to specifically facilitate the situational awareness needs created by their teams' composition and task. We studied 54 geographically dispersed teams that all relied exclusively on ICT (with minimal to no face-to-face interactions) for coordination in order to control for the effect of the level of reliance on ICTs. Our multi-source/multi-method study demonstrates that the form of use can have a positive association with team performance even in teams relying exclusively on ICT depending on the team composition and nature of task being performed. Our findings suggest that, instead of assuming that technology reliance negatively impacts team performance, researchers studying distributed teams should separate the level of reliance (degree of use) from form of reliance (type of use) on ICT.
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WHY PUBLISH IN HUMAN RELATIONS?
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Human Relations is an A* journal – the highest category of quality – in the Australian Business Deans Council (ABCD) Journal Quality List 2013. It is also ranked 4 in the Association of Business Schools (ABS) Academic Journal Guide 2015. With an impact factor of 2.398, it is also ranked as one of the top 5 journals in social and interdisciplinary sciences.
2-year impact factor: 2.398 - Ranked: 35/185 in Management and 5/95 in Social Sciences, Interdisciplinary
5-year impact factor: 3.187 - Ranked: 37/185 in Management and 3/95 in Social Sciences, Interdisciplinary
Source: 2014 Journal Citation Reports® (Thomson Reuters, 2015)
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CALLS FOR PAPERS
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Special issue: Conceptualising flexible careers across the life course – submit by 1 March 2016
http://www.tavinstitute.org/humanrelations/special_issues/Flexible%20careers.html
Special issue: Global supply chains and social relations at work – submit by 30 April 2016
http://www.tavinstitute.org/humanrelations/special_issues/Global%20supply%20chains.html
Special issue: Politicization and political contests in contemporary multinational corporations – submit by 30 September 2016
http://www.tavinstitute.org/humanrelations/special_issues/Politics%20and%20MNCs.html
Submit your review article to Human Relations
Human Relations welcomes critical review papers that advance our understanding of social relationships at and around work. The journal seeks papers that contribute to the field through a new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome.
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RECENT ONLINEFIRST PREVIEW ARTICLES
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Laure Cabantous, Jean-Pascal Gond, Nancy Harding and Mark Learmonth
Critical Essay: Reconsidering critical performativity
Human Relations 0018726715584690, first published on August 12, 2015 as doi:10.1177/0018726715584690
http://hum.sagepub.com/content/early/2015/08/20/0018726715584690.full.pdf+html
Abstract
In recent years, we have witnessed the emergence of 'critical performativity', a concept designed to debate relationships between theory and practice and encourage practical interventions in organizational life. Notwithstanding its laudable ambition to stimulate discussion about engagement between critical management studies researchers and practitioners, we are concerned that critical performativity theory is flawed as it misreads foundational performativity authors, such as Austin and Butler, in ways that nullify their political potential, and ignores a range of other influential theories of performativity. It also overlooks the materiality of performativity. We review these limitations and then use three illustrations to sketch out a possible alternative conceptualization of
performativity. This alternative approach, which builds on Butler's and Callon's work on performativity, recognizes that performativity is about the constitution of subjects, is an inherently material and discursive construct, and happens through the political engineering of sociomaterial agencements. We argue that such an approach – a political theory of organizational performativity – is more likely to deliver on both theoretical and practical fronts than the concept of critical performativity.
SAGE Choice free access:
Symmetrical and asymmetrical outcomes of leader anger expression: A qualitative study of army personnel
Dirk Lindebaum, Peter J Jordan, and Lucy Morris
Human Relations 0018726715593350, first published on July 14, 2015 as doi:10.1177/0018726715593350
http://hum.sagepub.com/content/early/2015/07/14/0018726715593350.full.pdf+html
Abstract
Recent studies have highlighted the utility of anger at work, suggesting that anger can have positive outcomes. Using the Dual Threshold Model, we assess the positive and negative consequences of anger expressions at work and focus on the conditions under which expressions of anger crossing the impropriety threshold are perceived as productive or counterproductive by observers or targets of that anger. To explore this phenomenon, we conducted a phenomenological study (n = 20) to probe the lived experiences of followers (as observers and targets) associated with anger expressions by military leaders. The nature of task (e.g. the display rules prescribed for combat situations) emerged as one condition under which the crossing of the impropriety threshold leads to positive outcomes of anger expressions. Our data reveal tensions between emotional display rules and emotional display norms in the military, thereby fostering paradoxical attitudes toward anger expression and its consequences among followers. Within this paradoxical space, anger expressions have both positive (asymmetrical) and negative (symmetrical) consequences. We place our findings in the context of the Dual Threshold Model, discuss the practical implications of our research and offer avenues for future studies.
Is non-family social capital also (or especially) important for family firm performance?
Valeriano Sanchez-Famoso, Naveed Akhter, Txomin Iturralde, Francesco Chirico, and Amaia Maseda
Human Relations 0018726714565724, first published on June 29, 2015 as doi:10.1177/0018726714565724
http://hum.sagepub.com/content/early/2015/07/01/0018726714565724.abstract
Abstract
This article reports on a study investigating the effects of both family and non-family social capital on firm performance. Specifically, we contend that non-family social capital has a stronger effect on firm performance than family social capital and it also serves as a mediator between family social capital and firm performance. Using a sample of 172 Spanish family firms that includes two respondents per firm, we test a structural model that confirms our hypotheses. Our results extend the understanding of social capital beyond family firms by exploring both family- and non-family-based social relationships in a context in which social factors are predominant.
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Claire Castle
Managing Editor, Human Relations
Email: c.castle@tavinstitute.org
Website: www.humanrelationsjournal.org
OnlineFirst forthcoming articles: http://hum.sagepub.com/content/early/recent
Submission guidance: http://www.tavinstitute.org/humanrelations/submit_paper.html
2-year impact factor: 2.398 - Ranked: 35/185 in Management and 5/95 in Social Sciences, Interdisciplinary
5-year impact factor: 3.187 - Ranked: 37/185 in Management and 3/95 in Social Sciences, Interdisciplinary
Source: 2014 Journal Citation Reports® (Thomson Reuters, 2015)