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We followed the continuity perspective of leadership skill requirements to examine the interplay between the design competencies of different management cohorts, relational coordination, and organizational learning and growth performance outcomes. Using a two-source sample of 103 organizations, we found evidence for compensatory effects. Specifically, a conditional process analysis (moderated mediation) revealed that: (a) design competencies are a highly relevant type of managerial knowledge or skill, (b) competent middle-level managers compensate for a lack of design skills and design-related knowledge at the top management level, and (c) top- and middle-level managerial design competencies simultaneously create a cross-echelon complementarity effect on organizational learning and growth performance. JEL classification

PurposeIntegrating the lifespan perspectives on job design and creativity/innovation, the purpose of this paper is to examine the moderating role of chronological age in the relationship between cognitive job demands (i.e. job complexity and job innovation requirements) and individual innovative work behavior (IWB).Design/methodology/approachMultilevel regression analyses are employed to analyze survey data of 336 employee–supervisor dyads from 61 departments across three organizations.FindingsResults demonstrate that age was a significant moderator of the cognitive job demands-IWB relationship. Under the condition of high job complexity, younger employees outperformed their older counterparts. Conversely, older employees attained the same level of IWB as younger colleagues when more job innovation requirements were placed upon them.Practical implicationsIWB needs to be stimulated following different paths and by making job design decisions with regards to cognitive job demands that are dependent on employee age.Originality/valueEmpirical evidence has been provided to support the lifespan perspective on job design, with a special focus given to the cognitive job demands–IWB relationship.

PurposeOrganizations profoundly create development paths of individual's careers. Therefore, the purpose of this paper is to gain understanding about how organizational context (shaped by the complex relationship between trade union strength and HRM strength) influences the application of organizational career management (OCM) practices seen through the lens of the theory of cooperation and competition (Deutsch, 1949; Tjosvold, 1984).Design/methodology/approachInferential statistical analyses (Kruskal–Wallis and Mann–Whitney tests) were applied to test the CRANET survey data collected from 92 large-sized private-sector organizations within an EU country characterized by a medium to high-trade union density.FindingsResults offered consistent empirical evidence that a comprehensive set of OCM practices are applied differently across four distinctive modalities of the union-HRM relationship. Specifically, the "union-HRM synergy" relationship (high-HRM/high-unionization) has been recognized as the most promising for adopting such developmental practices, providing an evidence of complementarities between trade unions and HRM professionalism.Practical implicationsThe research suggests that synergistic collaboration between trade unions and HRM might provide employees with even more career development opportunities than when organizations pursue the asynchronous single-sided "Total HRM strategy."Originality/valueThis study rejuvenate a traditional career management research agenda by introducing a new theoretical lens for studying the interplay between trade unions and HRM and have put an emphasis on how their strength is related to the incidence of OCM practices.

Purpose
– The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives.


Design/methodology/approach
– A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods.


Findings
– The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained.


Practical implications
– The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically.


Originality/value
– The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles.

Abstract
Bringing together 150+ scholars and practitioners from 50+ countries, and funded by the European Commission, COST Action LeverAge (https://www.cost.eu/actions/CA22120/) is the first network-building project of its kind in the work and organizational psychology and human resource management (WOP/HRM) aspects of work and aging. Focused on the aging workforce, the Action aims to foster interdisciplinary and multinational scientific excellence and the translation of science to practical and societal impact across 4 years. Based on a research synthesis, we identify five broad research directions for work and aging science including work and organizational practices for a multi-age workforce, successful aging at work, the integration of age-diverse workers and knowledge transfer, aging and technology at work, and career development in later life and retirement. We provide key research questions to guide scientific inquiry along these five research directions alongside best practice recommendations to expand scholarly impact in WOP/HRM.