Suchergebnisse

Purpose
The purpose of this study is to examine how gender role orientation (i.e. masculinity and femininity) and career/family role salience affect individuals' organizational identification (OID) and intention to leave. Alternative models were developed to specify different relationships among the study variables.


Design/methodology/approach
Data were collected via a questionnaire survey of 362 employees from three large companies in China. Structural equation modeling was used to evaluate alternative models and test the hypotheses.


Findings
This paper found that masculinity was positively related to career role salience, whereas femininity was positively related to family role salience. Career role salience, but not family role salience, was positively related to OID, which in turn was negatively related to intention to leave. A positive relationship was also found between femininity and OID, as well as between family role salience and intention to leave.


Research limitations/implications
The cross-sectional nature of the data of this study precludes any definitive inferences about causality and directionality. The use of self-report measures also invites the potential threat of common method variance. The generalizability of results has been restricted, given that the respondents were drawn from three large companies.


Practical implications
Organizations may provide more resources and support for their employees so as to increase their career role salience, which in turn enhances their level of OID. For employees who are high in femininity, employers may offer family-friendly programs to help them address resource drain from family to work, and hence to retain them.


Originality/value
This study provided evidence for the linkage between gender role orientation with career/family role salience. It also revealed the impacts of career/family role salience on OID and intention to leave. Some gender differences in this regard were highlighted.

AbstractEmerging e‐business, e‐commerce, and virtual enterprises are leading to the trend of managing workflows across organizational boundaries. A cross‐organizational workflow is generally comprised of intra‐organizational workflows and inter‐organization workflows. The modeling techniques for the intra‐organizational workflows are relatively matured. In this paper, they are briefly reviewed and contrasted to show their strong points and weaknesses. The modeling approaches for the inter‐organizational workflows is emphasized and introduced in detail in this paper. The inter‐organizational workflow emphasizes more on combining the workflows of different partners together and reconciling the relationships between them. Thus, the modeling approaches are described in two directions by their functions: routing languages introduced to combine individual workflows and interaction patterns proposed for collaborative partners to interact with each other. In this paper, some techniques are summarized, and some interesting research issues in the area are discussed in both technical and managerial perspectives. Copyright © 2009 John Wiley & Sons, Ltd.