Cheryl L. Adkins

A Field Study of Job Insecurity During a Financial Crisis

A major trend in the workplace is a recognition of the increasingly temporary nature of the work relationship. Even universities, which have traditionally offered long-termjob security in the form of academic tenure, are not immune from that trend. Some universities no longer offer tenure, and financial pressures sometimes threaten the job security of tenured faculty. The increased focus on the temporary nature of the work relationship may lead to a sense of job insecurity among employees. The present study examined antecedents and outcomes of job insecurity following significant budget cuts at a major university. Perceptions of receiving sufficient and accurate information from organizational sources, tenure status, and tolerance for ambiguity predicted job insecurity. Job insecurity, in turn, predicted job satisfaction, organizational commitment, and withdrawal behaviors. Turnover for a 2-year period following the budget cuts was predicted by survey variables.

Questions About Questionable Research Practices in the Field of Management A Guest Commentary

The discussion regarding questionable research practices (QRPs) in management as well as the broader natural and social sciences has increased substantially in recent years. Despite the attention, questions remain regarding research norms and the implications for both theoretical and practical advancements. The aim of the current article is to address these issues in a question-and-answer format while drawing upon both past research and the results of a series of new studies conducted using a mixed-methods design. Our goal is to encourage a systematic, collegial, and constructive dialogue regarding QRPs in management research.

The Relationship between Owner Characteristics, Company Size, and the Work–Family Culture and Policies of Women-Owned Businesses†

Women become business owners for a variety of reasons; however, the impact of motivations for ownership on the culture and policies of the business is unclear. Extending the small business, entrepreneurship, and work–family (WF) conflict literatures, we examined whether woman owners shape the culture and policies of the organization to be consistent with their personal motivations, challenges, and family status. Results show that being a full‐time manager, marital status, and motivation for becoming a business owner were related to the WF culture of the business. Business size and parental status predicted family‐friendly policies. Implications for research and practice are discussed.