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We examine the contingent impact of implementing an enterprise‐wide information technology system (Enterprise Resource Planning) on perceptions of work complexity in clerical, technical and managerial service sector jobs. Using matched and control samples of employee survey data, we compare pre‐ and post‐intervention perceptions of work complexity and importance of analytical skills across three hierarchical job levels: clerical, technical and managerial. We find that employees in clerical jobs, at the lowest level in the hierarchy, experience a significant increase in work complexity and need for analytical skills, whereas those in technical and managerial service jobs do not. Implications for theory, management of technology and employment policy are discussed.

ABSTRACTManuscript Type: EmpiricalResearch Question/Issue: We examine how various types of shareholder activists (such as pension funds and large blockholders) impact the relative use of equity incentives at the middle management level of the firm and compare this with the impact on CEO incentive alignment.Research Findings/Insights: Using a sample of 124 US technology firms over the period 1997–2001, we find evidence indicating voice activist shareholders, using communication pressure, are associated with the greater use of equity incentives, and higher total compensation at middle managerial levels, relative to exit activists, who exert economic pressure. The results for CEO equity incentives are similar. We also find that as the presence of institutional ownership siding with management (banks and insurance companies) increases relative to voice activists, the use of equity incentives at middle managerial levels declines. Results for CEO equity incentives are not the same.Theoretical/Academic Implications: In agreement with contingent agency theory, we predict and find evidence of differing governance mechanisms used by voice activists (e.g., public pension funds) and exit activists (e.g., large shareholders). Voice activists face a higher cost of monitoring managers as compared to exit activists, and thus they will advocate for the heavier use of equity incentive compensation at the middle managerial level. In agreement with a managerial power perspective, however, we also find the use of equity incentives for middle managers decreases as the proportion of institutional ownership siding with the CEO increases.Practitioner/Policy Implications: Shareholder activism plays a key role in aligning managerial interests below the CEO level; however, different types of shareholders have different economic and political interests in how equity compensation is shaped to achieve this. Exit activists use monitoring and voice activists substitute equity compensation for monitoring. Shareholders siding with management may also reduce the use of equity incentives for middle managers. These differing interests should be considered in crafting policy responses.

PurposeThis study aims to investigate whether organizational image: mediates the relationship between web site attributes and organizational attraction and moderates the relationship between person‐job (P‐J) fit and organizational attraction.Design/methodology/approachA total of 320 observations were collected from 80 senior‐level undergraduates, each half navigating a different set of four actual organizational web sites.FindingsOrganizational image was found to fully mediate the relationship between a web site's aesthetic features and organizational attraction; and moderate the relationship between P‐J fit perceptions and organizational attraction such that the change in organizational attraction was more sensitive to perceptions of P‐J fit when organizational image perceptions were more unfavorable rather than favorable. In addition, intercept differences revealed that individuals with below average P‐J fit were more attracted to organizations having a favorable image than an unfavorable image.Practical implicationsFindings underscore the importance of the positive relationship between organizational image and organizational attraction. In addition, organizations should assess applicant reactions to their web page, as it relates to perceptions and attitudes toward the organization.Originality/valueThis study integrates the web environment with two of the strongest antecedents to organizational attraction, organizational image and perceived P‐J fit.