Suchergebnisse

In today's competitive landscape, employees increasingly negotiate idiosyncratic deals (i-deals), referring to personalized work arrangements that address recipients' unique work needs and preferences. While i-deals unfold in a dyadic context between subordinates and their managers, the consequences of i-deals concern everyone including co-workers and the organization. Focusing on task and development i-deals, we propose a trickle-down model to explore whether and how organizations benefit from i-deals. First, we argue that managers' task and development i-deals cascade down to their subordinates, leading them to have similar i-deals with downstream consequences for co-workers and the organization. Furthermore, we propose that effective implementation of task and development i-deals are context-specific: we integrate the role of managers' servant leadership as a boundary condition to explore the association between managers' and subordinates' task and development i-deals. We also integrate subordinates' prosocial motives to explore the association between subordinates' task and development i-deals and their work outcomes. We draw on work adjustment, social learning and social information processing theories to study our proposed associations. The results of a matched employee–manager dataset collected in the Philippines support our hypothesized model. This study contributes to i-deals research by: (1) testing whether and how task and development i-deals can be mutually beneficial for all the involved parties; and (2) revealing how the context, at the individual level, explains how and when task and development i-deals can best be implemented in workplaces. This study highlights that individualization of HR practices need not be a zero-sum game.

In the classic Hotelling-Downs model of political competition, no pure strategy equilibrium with three or more strategic candidates exists when the distribution of voters' preferred policies is unimodal. I study the effect of introducing two idealist candidates to the model who are non-strategic (i.e., fixed to their policy platforms), while allowing for an unlimited number of strategic candidates. Doing so, I show that equilibrium is restored for a non-degenerate set of unimodal distributions. In addition, the equilibria have the following features: (i) the left-most and right-most candidates (i.e., extremists) are idealists; (ii) strategic candidates never share their policy platforms, which instead are spread out across the policy space; and (iii) if more than one strategic candidate enters, the distribution of voter preferences must be asymmetric. I also show that equilibria can accommodate idealist fringes of candidates toward the extremes of the political spectrum. (

Corporate Social Responsibility (CSR) has gained significant prominence in China in the period after the reforms and opening-up of the Chinese economy which ushered in the separation of corporate management and state administration as well as the integration of the Chinese economy with the global economy. Since then, the Chinese government and citizens have realized the need to hold enterprises responsible for the effects of their activities on society; and hence began to formulate CSR policies, and to integrate relevant laws, incentives, supervision and control mechanisms in corporate regulations. In 2001, China's accession to the WTO provided a platform for international reference and exchanges for the development of CSR policies. In 2006, CSR was recognized by the country's highest authority in legal form for the first time, which also meant that CSR became a national economic development strategy and policy. Unlike the private sector-led CSR in Europe and North America, this study shows that CSR in China is mainly a government-guided phenomenon and more popular among state-owned enterprises (SOE). In this light, we opine that the improvement of CSR policy and practice in China requires reforms designed with special consideration of the unique characteristics of the Chinese society to encourage stakeholder involvement in the policy formulation and participation in the implementation process.

Steam generated in a reactor core and water condensed in a pressurizer form a countercurrent flow in a surge line between a hot leg and the pressurizer during reflux cooling. Characteristics of countercurrent flow limitation (CCFL) in a 1/10-scale model of the surge line were measured using air and water at atmospheric pressure and room temperature. The experimental results show that CCFL takes place at three different locations, that is, at the upper junction, in the surge line, and at the lower junction, and its characteristics are governed by the most dominating flow limitation among the three. Effects of inclination angle and elbows of the surge line on CCFL characteristics were also investigated experimentally. The effects of inclination angle on CCFL depend on the flow direction, that is, the effect is large for the nearly horizontal flow and small for the vertical flow at the upper junction. The presence of elbows increases the flow limitation in the surge line, whereas the flow limitations at the upper and lower junctions do not depend on the presence of elbows.

Although helping behaviors have increased in importance as work has become more interdependent, employees may be hesitant to help others for fear of it affecting their ability to complete their own tasks. Drawing from social learning theory and self-determination theory, we propose and test a multilevel model that examines the effects of supervisor prosocial motivation and psychological safety on employee psychological safety, thriving, and helping behaviors. Using data collected from 245 employees and 83 supervisors, the results of our study demonstrate support for a positive relationship between supervisor psychological safety and employee psychological safety. We also found positive indirect effects of supervisor prosocial motivation on employee psychological safety. Finally, we found that the relationship between employee psychological safety and both helping behaviors and task performance occurred indirectly through employee thriving. We discuss the theoretical and practical implications of our findings and also make suggestions for future research directions.