bluuebunny/crossref_metadata_2025_split huggingface dataset:
Knowledge Spillovers and Strategic Entrepreneurship
Authors: Audretsch David B. 
Published: January 2015

Abstract
Knowledge spillovers provide a source for the development of entrepreneurial opportunities; however, in many cases there is a knowledge filter that hinders the development of new knowledge into entrepreneurial activity. Therefore, knowledge spillover entrepreneurship acts as a conduit for allowing new knowledge to reach its market potential in the face of knowledge filters. The presence of entrepreneurial‐induced spillovers provides a key component for regional and metropolitan growth and economic development.
Leadership, Entrepreneurial
Authors: Covin Jeffrey G. , Slevin Dennis P. 
Published: January 2015

Abstract
Entrepreneurial leadership is a social influence process intended to facilitate the discovery, evaluation, and exploitation of entrepreneurial opportunities. By contrast, entrepreneurial management is more appropriately conceptualized as a style, process, or system of operating through which entrepreneurial resources are identified, acquired, configured, and/or deployed in the interests of facilitating the discovery, evaluation, and exploitation of entrepreneurial opportunities. Entrepreneurial leadership can be exhibited in any form of enterprise including, for example, profit‐seeking and not‐for‐profit organizations, small sole proprietorships to large global corporations, and recently founded ventures to mature business organizations. Such leadership can also be exhibited before a venture's operating organization has been formally created. Entrepreneurial leadership is not the sole responsibility of any given individual or set of individuals. Rather, entrepreneurial leadership can be exercised throughout the organizational hierarchy by managers and non managers at any organizational level. Finally, entrepreneurial leadership is frequently evident in the actions of venture founders as well as established firm CEOs. However, other units of analysis beyond the individual – such as teams, organizational subunits, and entire organizations – can also exhibit entrepreneurial leadership.
Social Entrepreneurship
Authors: Kickul Jill R. , Griffiths Mark D. , Gundry Lisa K. , Bacq Sophie 
Published: January 2015

AbstractSocial entrepreneurship as a phenomenon in society and a subject of scholarly research is examined. The critical role of social entrepreneurship in addressing shortcomings both of the private sector and the public sector is highlighted. An attention curve to capture patterns in the attention given to social issues and their solutions, or the market for “good”, is presented. The importance and role of bricolage as a catalyst of social change is explored. Attention is also devoted to the concept of catalytic innovations and their importance is affecting substantive social change. Characteristics of catalytic innovators are identified. A number of priorities are established for research streams in social entrepreneurship.
Venture Philanthropy
Authors: Miller William M. 
Published: January 2015

Abstract
The concept of venture philanthropy is explained. Emphasis is placed on making investments that help address vexing social problems, and hence venture philanthropy is connected to social entrepreneurship. The importance of a strategic approach to such investments is highlighted. Metrics for use throughout the strategic investment process are identified and discussed. Focus is placed on metrics as they relate to defining inputs, outputs and, most importantly, impact. Challenges in measuring outcomes or returns are explored. Key trends in the emergence of venture philanthropy are noted.
Employee Engagement
Authors: Schaufeli Wilmar B. 
Published: January 2015

Abstract
Engagement refers to the extent to which employees feel vigorous and enthusiastic, and are involved with, committed to, and passionate about their work. It goes beyond mere job satisfaction and differs from workaholism, which is characterized by a compulsive drive. Employee engagement is fostered by job resources and leads to positive job‐related attitudes and behaviors, health and well‐being, and superior job and business‐unit performance. It can be increased by HRM‐strategies such as job (re)design, leadership development, training, and career development.
Flexible Employment Arrangements
Authors: Guest David E. 
Published: January 2015

Abstract
Flexible employment arrangements are a major component of a wider interest in flexible working. Flexible employment typically addresses contract, working hours, and geographical flexibility. These forms of flexible employment have grown in most countries in recent years, driven partly by organizations' search for cost‐effectiveness and a concern to meet customer needs and partly by a desire among employees for a balance between work and life outside work. Along with other forms of work flexibility including reward and functional flexibility, employment flexibility can form part of a flexible workforce strategy that seeks to differentiate between staff whose contribution is more or less central to organizational effectiveness. However, debates continue about how to define this centrality.
The Science and Practice of Goal Setting
Authors: Latham Gary P. , Locke Edwin A. 
Published: January 2015

Abstract
Specific high goals lead to higher performance than easy goals, no goals or even urging people to do their best. The higher the goal the higher the performance, given ability, commitment, feedback, and resources. Goals are effective because they give people direction, they increase effort and persistence, and they cue people on strategies to attain them.
Human Capital
Authors: Guest David E. 
Published: January 2015

AbstractHuman capital consists of the knowledge, skills, abilities, and other characteristics of employees that can result in positive outcomes. It can be acquired through recruitment and selection or developed through training. While there is evidence that greater human capital is associated with higher performance, it is best viewed as a necessary but not sufficient requirement that needs to be set alongside policies and practices to enhance motivation and opportunity to contribute. As the value of human capital will vary across types of employees, a case has been made for appropriately differentiated practices of human capital investment.
HRMas a Profession
Authors: Watson Tony J. 
Published: January 2015

AbstractIt is reasonable to recognise human resource managers as members of an occupation. It is much less straightforward, however, to regard the occupation as a profession. This is in spite of the attractiveness of the “professional” label to occupational leaders and spokespersons, who see the label as a provider of social status and legitimacy. At the heart of the traditional notion of the profession is the claim that practitioners prioritize ethically‐based service to clientsin societyover the furthering of corporate or business interests. If they are involved in corporations at all, professionals have high relative autonomy with regard to the corporation's managers. But this principle clashes with the fact that HR managers are typically employed precisely to serve corporate managers, and to further the purposes of the corporation for which they work. In the past, it was often thought that professions could provide a counter‐balance to the societal influence of capitalist corporations. More recent studies of “professional” organizations see them differently: as knowledge‐based occupations competing with other occupations to benefit their members. The efforts of HRM occupational leaders to embrace the label of professionalism has therefore required them to rethink the nature of “a profession” to produce a new concept of professionalism which incorporates a primary commitment to the interests of employing organizations. Where principles of traditional professionalism may continue to be adopted by HRM specialists is with regard to, first, overseeing HR education and training and, second, contributing to public debates about changing employment practices in society.
Conflict at Work
Authors: Needle David 
Published: January 2015

Abstract
Conflict is seen as an inevitable consequence of the employment relationship and includes more obvious manifestations such as strike action and more latent forms such as absenteeism and even sabotage. Conflict can occur at interpersonal, intra‐organizational, and inter‐organizational levels although, the focus in HR has been on collective and individual forms of conflict and dispute. The former has tended to focus on pay and conditions and the latter on issues of inequity and personal grievance. There are however serious problems in measuring the extent and identifying causes of conflict. Key developments include the decline of strikes and the shift from collective to individual forms of conflict. The shift has been associated with sector changes, changes in legislation, and government policy, changes in trade union membership and power and the increased sophistication of HR policies and practices. There is some debate about the extent of the shift from collective to individual conflict and indeed whether there is a relationship between them. Mechanisms exist at both national and organizational level to deal with conflict in most countries, although the policies and practices
vary with variations in the institutional context.
The Analysis of
HR
Departments and the Contribution of
D
avid
U
lrich
Authors: Sparrow Paul 
Published: January 2015

Abstract

This article analyzes the contribution made by Dave Ulrich to debates about the structure of
HR
departments. It reviews the main developments in his thinking, both before and after the original specification of the key components needed within an
HR
structure. It discusses associated concepts such as
HR
architecture and
HR
delivery models. It outlines some of the proposed mechanisms, and those components of the model that have been most strongly picked up by practice. Finally, it lays out the different ways in which the success of the model might be evaluated.
Workplace Bullying
Authors: Hoel Helge , Einarsen Ståle 
Published: January 2015

Abstract
The phenomenon of workplace bullying refers to repeated exposure to unwanted negative acts, be it personal or work‐related, and of a predominantly psychological nature, and where there exists a power imbalance between the protagonists. Although bullying may take on different forms, for example, targeted behavior against one or more individuals, or arising from a dispute or conflict between two parties, its presence is associated with negative outcomes for targets in terms of detrimental effects on health and wellbeing, sometimes also affecting observers or third‐parties. In turn, bullying affects organizations through increased involuntary turnover and absenteeism and reduced productivity, among other organizational outcomes, altogether imposing substantial costs on organizations and society. Although prevalence rates are seen to vary considerably across jurisdictions, sectors, occupations and organizations, no single organization can consider itself bully‐proof. Where risk factors are considered, individual vulnerabilities are being played down, with organisations instead encouraged to focus on factors associated with the work‐environment and thus open to intervention by the organization. As prevention against bullying, many organizations have introduced policies although their effectiveness is uncertain. As a response to formal complaints of bullying, organizations are advised to carry out investigations conducted by impartial investigators.
Job Satisfaction
Authors: Meier Laurenz L. , Spector Paul E. 
Published: January 2015

Abstract
Job satisfaction is a person's overall evaluation of his or her job as favorable or unfavorable. Both personal characteristics such as traits and situational characteristics such as work stressors affect people's job satisfaction. Job satisfaction is related to many factors that are important for human resource management, such as performance, counterproductive behavior, turnover, and employee health.
Psychological Contract
Authors: Conway Neil 
Published: January 2015

Abstract
The psychological contract is regarded as a major construct for understanding employee well‐being and behavior. It has been defined as an individual's beliefs, shaped by the organization, regarding terms of an exchange agreement between the individual and their organization. Research on the psychological contract has grown exponentially in the last 20 years and it has also received considerable practitioner interest. Psychological contract breach is the most important idea within psychological contract theory in terms of explaining employee well‐being, attitudes, and behavior. Researchers have, however, documented wide‐ranging critiques and challenges to the psychological contract. While there has been some impressive empirical support for the psychological contract, the components of the psychological contract concept are disputed and methods typically used to examine psychological contracts are limited, casting doubt over the value of the evidence base and how psychological contracts should be managed. Nevertheless, none of the critics recommend abandoning the psychological contract and the challenges can be viewed as opening up a rich research agenda for future studies.
Personnel Selection
Authors: Schmitt Neal 
Published: January 2015

Abstract
Personnel selection in human resource management represents an attempt to identify constructs related to effective job performance and to identify or construct and validate measures of these constructs. The measures are used to assess the knowledge, skills abilities, and other characteristics of job candidates judged to be relevant to job performance. The article discusses the nature of the job performance to be predicted, the nature of the human characteristics typically measured, and the methods in which these characteristics are measured. Strategies of validating these measures are also discussed as well as the results of such validation efforts.
Absenteeism
Authors: Johns Gary 
Published: January 2015

AbstractAbsenteeism is the failure to report for scheduled work. Organizations are interested in absenteeism because of its cost, while scholars are interested because it indicates something essential about the nature of employees' attachment to the organization. There is no dominant theory of absenteeism, in part because the surface similarity of the behavior masks a wide variety of causes. However, several “models” of absenteeism can be posited to reflect this assumed causal diversity. These models implicate demographics, health, deviant tendencies, economic motives, competing demands, withdrawal from aversion, and social influence as causes or correlates of absence. The deviance model has dominated management approaches to absence. As a result, punishment and discipline systems are the most common methods of controlling absence. Used alone, they are not especially effective because of negative side effects and because few employees are actually punished since few exhibit excessive absence. More effective are multiple consequence systems that punish extreme offenders but reward good attenders. Job enrichment, flextime, and employer‐sponsored fitness programs have been shown to reduce absence, as have self‐management and feedback programs that teach employees to regulate their own attendance behavior.
Outplacement
Authors: Mark Lengnick‐Hall , Andrea Neely 
Published: January 2015

Abstract
Outplacement is the process by which a terminated employee seeks reemployment with the assistance of the former employer (Lee, 1991). Outplacement services offered to terminated employees traditionally include departure assistance, personal support, career and personal assessment, job search, marketing counsel, and administrative services. When employees have access to higher levels of outplacement services, they are more likely to be reemployed and have higher salaries than those with lower levels of outplacement services (Westaby, 2004). Trends in outplacement services suggest firms are trying to obtain reemployment of former employees with fewer services and tighter outplacement budgets (Martin and Lekan, 2008).
Attitudes
Authors: Talaei Amirreza , Kwantes Catherine T. 
Published: January 2015

AbstractWork attitudes are evaluations of an employee's job and work environment. Job satisfaction and organizational commitment are two of the most globally studied work attitudes. Antecedents and consequences of work attitudes vary across cultural contexts. For example, extrinsic job characteristics such as job security and pay are positively related to job satisfaction across collectivistic cultures, whereas intrinsic job characteristics such as recognition and autonomy are more strongly related to job satisfaction in individualistic countries. Consequences of work attitudes also vary across cultures. Normative commitment has been found to be a better predictor of job outcomes in collectivist contexts because of the strong emphasis on social ties and obligations whereas affective commitment is a more powerful predictor of job outcomes in North America. Other than culture, socioeconomic factors also affect employees' work attitudes. In developed countries individuals have the possibility to choose between different types of organizations and the type of the work they would like to do and as a result they would experience higher job satisfaction. On the other hand, in less developed countries continuance commitment would be observed because of the fewer choices individuals have and their obligation to do jobs that are not so satisfying for them.
Biculturalism
Authors: Fitzsimmons Stacey R. 
Published: January 2015

AbstractA bicultural person is someone who has internalized two cultures (Brannen and Thomas, 2010). Biculturalism is a specific case of the more general construct of multiculturalism, referring to individuals who have internalized twoor morecultures. Some researchers use the term “biculturalism” in place of the more general “multiculturalism” as multiculturalism is often associated with societal‐level diversity. This passage briefly explains schema and identity approaches to defining biculturalism, bicultural identity integration dimension, and work‐related outcomes of biculturalism.
Brand
Authors: Brexendorf Tim O. 
Published: January 2015

Abstract
The study of brands and brand management has historically attracted a great deal of interest and has led to diverse interpretations of the term brand among academics and practitioners. A broad, holistic definition of a brand blends and integrates the company, the competitive, and the consumer perspectives of brands. From this perspective, a brand can be defined as a firm's intangible strategic asset and sustainable value system linked to a name, term, symbol, design, or any other feature that adds value to (or subtracts value from) the firm's offerings and supports the buyer and user experiences in such a way that they perceive it as relevant, unique, and distinct; matches their needs more closely than those of other firms; and they feel a strong attachment or enduring relationship toward it.
Cross‐Cultural Management
Authors: Zellmer‐Bruhn Mary E. , Yu Lingtao 
Published: January 2015

Abstract
Cross‐cultural management involves efforts to lead and participate in effective interaction among workers, managers, clients, suppliers, and organizational partners from cultures around the world. A key challenge associated with this is that individuals from different regional and national contexts differ in culture and language. Therefore, understanding, managing, and sometimes adapting to cultural differences, as well as searching for and capitalizing on similarities, are essential skills for working across borders. Culture refers to assumptions, values, beliefs, practices, and institutions associated with and distinguishing particular societies. Managers working across cultures face differences in values, practices, and languages that affect peoples' expectations, understanding, and behaviors, thereby influencing workplace norms and behaviors. This entry summarizes key aspects of management affected by cultural differences, identifies trends in cross‐cultural management and discusses implications in terms of skills and competencies required for effective cross‐cultural management.
Environmentalism and Corporate Sustainability
Authors: Kennedy Steve , Whiteman Gail 
Published: January 2015

AbstractEnvironmentalism refers to the advocacy of the conservation and restoration of the natural world. It may be considered as a broad philosophy or ideology of a political, ethical, and social movement concerned by the degradation of the natural environment because of human activity. Its modern conceptualization is rooted in the time of the industrial revolution (circa 1750–1850) and has developed through debates concerning both the intrinsic value of nature and the limits to growth imposed by scarcity of natural resources. Concerns of climate change among others have seen environmentalism become mainstream, with the related sustainable development dominating international agendas.Business has now taken the helm of the discourse through a combination of societal pressure, a shift in power away from governments, and an emergence of environmental market‐based solutions. Engaged in “New Corporate Environmentalism” business is seeking to balance its drive for profit with ecological goals. A current paradox of increasing efforts but continued failure to stop environmental degradation, however, indicates that a more holistic approach is needed refocusing efforts on dealing with planetary boundary processes.
Expatriate
Authors: Mol Stefan T. 
Published: January 2015

Abstract
Expatriates are employees who take on a temporary work assignment in a foreign country for their organizations. After defining the term expatriate, this entry chronologically describes and critically discusses the various phases of the expatriate life cycle, starting with recruitment and selection, before continuing with predeparture/on‐assignment training, expatriate success, compensation, serial expatriation, and repatriation. In addition to discussing the managerial implications of each of the phases of the expatriate life cycle, this entry also critically considers the research implications of investigating a group of employees who may have nothing in common other than the fact that they have been sent by their organizations to a country other than their own.
Exploration and Exploitation
Authors: Drogendijk Rian , B. Holm Desirée 
Published: January 2015

Abstract
We examine the dynamic of exploitation and exploration in international networks for companies that enter new foreign markets. While exploitation is related to experiential learning in closed networks and incremental internationalization, exploration refers to disruptive learning in open networks and more risky international expansion. We illustrate exploitation and exploration in foreign market entry with a case description and conclude that the dynamic between these processes is in‐built in market entry and the related changes of network structure.
Followership
Authors: Carsten Melissa K. , Uhl‐Bien Mary 
Published: January 2015

Abstract
Followership is defined as the beliefs, characteristics, and behaviors that followers bring to the leadership relationship and how they affect leadership and organizational outcomes. Research on followership has evolved from treating followers as an ineffectual and obedient mass, to investigating how followers contribute to the leadership process. This article on followership explores both research‐and practitioner‐based models of followership and considers the ways in which followership research has changed over the past two decades. Given that followership is a fairly new area of research within leadership, we also explore how both research and practice can continue to add to our definition and understanding of followership.