Maria B Gondo

Socioemotional Wealth Conflict in Family Firms

While Cruz, Larraza–Kintana, Garcés–Galdeano, and Berrone demonstrate how SEW can simultaneously elicit good and bad behavior in regard to corporate social responsibility, their findings also give rise to the idea that maintaining control and influence over day–to–day operations (internal socioemotional wealth [SEW]) and maintaining positive assessments of the firms reputation (external SEW) may at times be in conflict. This commentary builds upon this notion by highlighting the need to explicitly examine SEW conflict, as well as offering initial theorizing on how family firms will pursue SEW preservation in these situations. Drawing on image theory, we theorize a process where preserving internal SEW is generally used as the guiding script in family firms because it is more salient on an everyday basis. However, we propose that if its preservation threatens the organizations identity and reputation, the script will be disrupted, precipitating a shift to preserving external SEW. The article concludes by discussing the broader theoretical implications of SEW conflict for family firms.

Translating Intentions to Behavior: The Interaction of Network Structure and Behavioral Intentions in Understanding Employee Turnover

This paper integrates psychological and sociological perspectives to provide a more complete explanation of the link between intended and actual turnover. Findings from two studies suggest that the translation of intentions to leave ones job into turnover behavior is attenuated by centrality in organizational advice and friendship networks. Our results demonstrate that psychological and network factors jointly impact employee turnover, and distinguish the effects of different types of networks friendship, advice, ties in-degree, out-degree, and levels dyadic, triadic in the turnover process. We discuss the implications of these findings for research and practice, and propose a two-stage model of turnover grounded in temporal construal theory that describes how psychological and structural factors variously influence the turnover decision process.

Mindfulness and the Development of a Readiness for Change

This article argues that because much behaviour in organizations occurs in a relatively automatic and non-conscious manner, the focus on how change recipients develop positive change beliefs regarding an explicitly formulated change is likely to be an incomplete understanding of how readiness for change develops. A more complete understanding requires consideration of how change recipients develop an awareness of their automatically replicated behaviours. The article theorizes that mindfulness facilitates this awareness, and further suggests that there may be trade-offs involved in developing positive change beliefs and uncovering automatically replicated behaviours. The article concludes with suggestions regarding how these two aspects of readiness may be balanced.

Part of the job: the role of physical work conditions in the nurse turnover process.

Background: Retention of nursing staff remains an important issue for health care managers. Turnover research has focused primarily on motivational and social factors as keys to retention, whereas the role of the physical work conditions has received considerably less attention. However, work design theory suggests that physical work conditions may be an important factor in fostering retention among nursing staff. Purpose: The aim of this study was to integrate work design theory with turnover process models to explore the influence of perceptions of physical work conditions on the development of turnover intentions among nursing staff. Methods: Drawing on two samples of registered nurses working in cancer units in metropolitan hospitals in the southeastern United States, this study explores the impact of perceptions of physical work conditions on turnover intentions using ordinary least squares regression. Hypotheses are tested in Study 1 and replicated in Study 2. A measure of perceptions of physical work conditions is also developed and validated using exploratory (Study 1) and confirmatory (Study 2) factor analyses. Findings: Perceptions of physical work conditions explain variance in turnover intentions above than that explained by motivational and social factors. Specifically, employee perceptions of noisy work conditions are found to significantly increase turnover intentions, whereas perceptions that work conditions facilitate tasks were found to significantly reduce turnover intentions. Perceptions of temperature and health hazard did not show significant effects. Practice Implications: Results suggest that health care managers and scholars should re-examine the role of physical work conditions in the turnover process. Investments in upgrades that facilitate tasks may foster retention better than investments that simply improve employee comfort. Negative perceptions of work conditions may have no impact if they are considered a normal “part of the job,” although negative perceptions of conditions that are viewed as under the organization’s control may be important in creating a desire to leave.

The Paradox of Fit: How Perceptions of Fit Impede Organizational Change

The purpose of this research was to unravel an apparent paradox: a change that was perceived to lack fit with established organizational values was effectively implemented, while one that was perce...