The Experts below are selected from a list of 29568 Experts worldwide ranked by ideXlab platform
Terence R. Mitchell - One of the best experts on this subject based on the ideXlab platform.
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the story of why we stay a review of job Embeddedness
Social Science Research Network, 2014Co-Authors: Thomas W. Lee, Tyler C Burch, Terence R. MitchellAbstract:In this article, we examine the history and development of job Embeddedness, beginning with the story of the idea’s conception, theoretical foundation, and original empirical structure as a major predictor of employee voluntary turnover. We then consider more recent expansions in the theoretical structure and empirical measurement of job Embeddedness, exploring job Embeddedness as a causal indicator model versus a reflective model. Next, we review some promising expansions of Embeddedness to new domains (e.g., family Embeddedness) as well as important contingency factors that enhance or diminish its impact. Finally, we describe how job Embeddedness affects important organizational outcomes beyond turnover, including job performance, organizational citizenship behavior, innovation, and the development of social and human capital. Throughout the article, we provide our opinions on how the theory and research on Embeddedness have progressed as well as ideas on how it can be improved.
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When and how is job Embeddedness predictive of turnover? A meta-analytic investigation
Journal of Applied Psychology, 2012Co-Authors: Kaifeng Jiang, Thomas W. Lee, Patrick F. Mckay, Dong Liu, Terence R. MitchellAbstract:The present meta-analytic study introduces an overall model of the relationships between job Embeddedness and turnover outcomes. Drawing on 65 independent samples (N = 42,907), we found that on-the-job and off-the-job Embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives. In addition, the negative relationships between on-the-job Embeddedness (off-the-job Embeddedness) and turnover criteria were stronger in female-dominated samples and public organizations (collectivistic countries). Finally, turnover intentions, job search behavior, and job performance fully (partially) mediated the effect of on-the-job Embeddedness (off-the-job Embeddedness) on actual turnover. The research and practical implications of our findings are noted, in light of study limitations and future research needs.
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the effects of job Embeddedness on organizational citizenship job performance volitional absences and voluntary turnover
Academy of Management Journal, 2004Co-Authors: Terence R. Mitchell, James P Burton, Chris J Sablynski, Brooks C. HoltomAbstract:This study extends theory and research on job Embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job Embeddedness. As hypothesized, regression analyses r...
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why people stay using job Embeddedness to predict voluntary turnover
Academy of Management Journal, 2001Co-Authors: Terence R. Mitchell, Thomas W. Lee, Brooks C. Holtom, Chris J Sablynski, Miriam ErezAbstract:A new construct, entitled “job Embeddedness,” is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job Embeddedness with two samples. The results show that job Embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search.
Mike Wright - One of the best experts on this subject based on the ideXlab platform.
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venturing into the unknown with strangers substitutes of relational Embeddedness in cross border partner selection in venture capital syndicates
Journal of Business Venturing, 2017Co-Authors: Miguel Meuleman, Mikko Jaaskelainen, Markku V J Maula, Mike WrightAbstract:Syndicating with prior partners through relationally embedded ties may be widespread, but not always optimal when investing across borders especially if few prior partners operate in the focal market. However, the substitutes of relational Embeddedness for trust creation in cross-border partner selection are poorly understood. We develop and test a model of how relational Embeddedness interacts with structural Embeddedness and legal and normative institutions and how relational Embeddedness and these three substitutes jointly affect cross-border partner selection in venture capital syndicates. We test the hypotheses in the context of cross-border venture capital syndication in 12 European countries. Our findings based on a case-control analysis suggest that although relational Embeddedness is a key driver of future partnering, structural Embeddedness and trust generating institutions such as high quality legal frameworks and industry associations facilitate cross-border partnering and diminish the need to rely on relationally embedded ties in cross-border partner selection.
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venturing into the unknown with strangers substitutes of relational Embeddedness in cross border partner selection in venture capital syndicates
Journal of Business Venturing, 2017Co-Authors: Miguel Meuleman, Mikko Jaaskelainen, Markku V J Maula, Mike WrightAbstract:Abstract Syndicating with prior partners through relationally embedded ties may be widespread, but not always optimal when investing across borders especially if few prior partners operate in the focal market. However, the substitutes of relational Embeddedness for trust creation in cross-border partner selection are poorly understood. We develop and test a model of how relational Embeddedness interacts with structural Embeddedness and legal and normative institutions and how relational Embeddedness and these three substitutes jointly affect cross-border partner selection in venture capital syndicates. We test the hypotheses in the context of cross-border venture capital syndication in 12 European countries. Our findings based on a case-control analysis suggest that although relational Embeddedness is a key driver of future partnering, structural Embeddedness and trust generating institutions such as high quality legal frameworks and industry associations facilitate cross-border partnering and diminish the need to rely on relationally embedded ties in cross-border partner selection.
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partner selection decisions in interfirm collaborations the paradox of relational Embeddedness
Journal of Management Studies, 2010Co-Authors: Miguel Meuleman, Andy Lockett, Sophie Manigart, Mike WrightAbstract:By combining insights from relational network theory and agency theory we identify the boundary conditions to the Embeddedness approach to partner selection decisions in interfirm collaborations. Employing a longitudinal dataset comprising the investment syndicates for the population of UK management buyouts between 1993 and 2003, we find that relational Embeddedness is less important for selecting partners when agency risks are low, allowing firms to expand their networks. Furthermore, reputational capital may act as a partial substitute for relational Embeddedness, again permitting firms to expand their networks. Our findings enhance understanding of the boundary conditions associated with the relational network approach to partner selections and network behaviour.
Brooks C. Holtom - One of the best experts on this subject based on the ideXlab platform.
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job Embeddedness theory as a tool for improving employee retention
2018Co-Authors: Brooks C. Holtom, Tiffany DarabiAbstract:In 2001, job Embeddedness theory was introduced as a theory explaining why employees stay in organizations. The accumulated empirical results summarized in a compelling meta-analysis point to the predictive value of the theory. Across many contexts (e.g., for profit as well as not for profit, US and international), researchers have found that job Embeddedness predicts staying as well as other positive work outcomes such as in-role and extra-role performance. Further, they have found that those who are more embedded are less likely to be absent or engage in counterproductive work behaviors. Recent theoretical elaborations identifying additional antecedents, moderators and consequences of Embeddedness, have enriched both researcher and practitioner perspectives on staying. Based on theory and investigation, many practical implications for organizations seeking to enhance job Embeddedness and its associated outcomes are advanced.
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how negative affectivity moderates the relationship between shocks Embeddedness and worker behaviors
Journal of Vocational Behavior, 2012Co-Authors: Brooks C. Holtom, James P Burton, Craig D CrossleyAbstract:Abstract We integrated the unfolding model of turnover, job Embeddedness theory and affective events theory to build and test a model specifying the relationship between negative shocks, on-the-job Embeddedness and important employee behaviors. The results showed that Embeddedness mediates the relationship between negative shocks and job search behaviors as well as counterproductive work behaviors. The study further examines the role of dispositional influences on reactions to negative workplace shocks and how these reactions affect organizational citizenship behavior, counterproductive work behavior and job search behavior. Results indicated a moderated-mediation effect of negative affectivity on each of these outcomes.
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Turnover contagion: How coworkers' job Embeddedness and job search behaviors influence quitting
Academy of Management Journal, 2009Co-Authors: Will Felps, Terence Mitchell, Thomas Lee S, Brooks C. Holtom, David Hekman, Willis HarmanAbstract:This research developed and tested a model of turnover contagion in which the job Embeddedness and job search behaviors of coworkers influence employees' decisions to quit. In a sample of 45 branches of a regional bank and 1,038 departments of a national hospitality firm, multilevel analysis revealed that coworkers' job Embeddedness and job search behaviors explain variance in individual "voluntary turnover" over and above that explained by other individual and group-level predictors. Broadly speaking, these results suggest that coworkers' job Embeddedness and job search behaviors play critical roles in explaining why people quit their jobs. Implications are discussed. [ABSTRACT FROM AUTHOR]
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the effects of job Embeddedness on organizational citizenship job performance volitional absences and voluntary turnover
Academy of Management Journal, 2004Co-Authors: Terence R. Mitchell, James P Burton, Chris J Sablynski, Brooks C. HoltomAbstract:This study extends theory and research on job Embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job Embeddedness. As hypothesized, regression analyses r...
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why people stay using job Embeddedness to predict voluntary turnover
Academy of Management Journal, 2001Co-Authors: Terence R. Mitchell, Thomas W. Lee, Brooks C. Holtom, Chris J Sablynski, Miriam ErezAbstract:A new construct, entitled “job Embeddedness,” is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job Embeddedness with two samples. The results show that job Embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search.
Michelle Rogan - One of the best experts on this subject based on the ideXlab platform.
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too close for comfort the effect of Embeddedness and competitive overlap on client relationship retention following an acquisition
Organization Science, 2014Co-Authors: Michelle RoganAbstract:Drawing on insights from network dynamics and exchange theory, I develop and test arguments for the retention or dissolution of exchange relationships. I exploit mergers and acquisitions among advertising firms as strategic actions that change the networks in which they and their clients are situated, and examine the consequences of these changes for their network relationships. Analysis of an archival, longitudinal data set confirms that, in general, relational Embeddedness reduces the likelihood of dissolution and that increases in competitive overlap among clients increase dissolution likelihood. The results also provide evidence of a significant interaction effect between relational Embeddedness and competitive overlap. For low to moderate increases in competitive overlap, Embeddedness reduces dissolution likelihood. However, when the merger results in a high increase in competitive overlap, increasing Embeddedness actually increases dissolution likelihood. Mechanisms to explain the findings are explo...
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too close for comfort the effect of Embeddedness and competitive overlap on client relationship retention following an acquisition
Social Science Research Network, 2012Co-Authors: Michelle RoganAbstract:Drawing on insights from network dynamics and exchange theory, I develop and test arguments for the retention or dissolution of exchange relationships. I exploit mergers and acquisitions among advertising firms as strategic actions that change the networks in which they and their clients are situated, and examine the consequences of these changes for their network relationships. Analysis of an archival, longitudinal dataset confirms that, in general, relational Embeddedness reduces the likelihood of dissolution, and that increases in competitive overlap among clients increase dissolution likelihood. The results also provide evidence of a significant interaction effect between relational Embeddedness and competitive overlap. For low to moderate increases in competitive overlap, Embeddedness reduces dissolution likelihood. However, when the merger results in a high increase in competitive overlap, increasing Embeddedness actually increases dissolution likelihood. Mechanisms to explain the findings are explored, including private information leakage fears and trust betrayal. The findings suggest that under certain conditions, relational Embeddedness can reduce – rather than increase – relationship stability.
Thomas W. Lee - One of the best experts on this subject based on the ideXlab platform.
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the story of why we stay a review of job Embeddedness
Social Science Research Network, 2014Co-Authors: Thomas W. Lee, Tyler C Burch, Terence R. MitchellAbstract:In this article, we examine the history and development of job Embeddedness, beginning with the story of the idea’s conception, theoretical foundation, and original empirical structure as a major predictor of employee voluntary turnover. We then consider more recent expansions in the theoretical structure and empirical measurement of job Embeddedness, exploring job Embeddedness as a causal indicator model versus a reflective model. Next, we review some promising expansions of Embeddedness to new domains (e.g., family Embeddedness) as well as important contingency factors that enhance or diminish its impact. Finally, we describe how job Embeddedness affects important organizational outcomes beyond turnover, including job performance, organizational citizenship behavior, innovation, and the development of social and human capital. Throughout the article, we provide our opinions on how the theory and research on Embeddedness have progressed as well as ideas on how it can be improved.
-
When and how is job Embeddedness predictive of turnover? A meta-analytic investigation
Journal of Applied Psychology, 2012Co-Authors: Kaifeng Jiang, Thomas W. Lee, Patrick F. Mckay, Dong Liu, Terence R. MitchellAbstract:The present meta-analytic study introduces an overall model of the relationships between job Embeddedness and turnover outcomes. Drawing on 65 independent samples (N = 42,907), we found that on-the-job and off-the-job Embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives. In addition, the negative relationships between on-the-job Embeddedness (off-the-job Embeddedness) and turnover criteria were stronger in female-dominated samples and public organizations (collectivistic countries). Finally, turnover intentions, job search behavior, and job performance fully (partially) mediated the effect of on-the-job Embeddedness (off-the-job Embeddedness) on actual turnover. The research and practical implications of our findings are noted, in light of study limitations and future research needs.
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explaining employment relationships with social exchange and job Embeddedness
Journal of Applied Psychology, 2009Co-Authors: Peter W Hom, Thomas W. Lee, Anne S Tsui, Ann Yan ZhangAbstract:The research reported in this article clarifies how employee-organization relationships (EORs) work. Specifically, the authors tested whether social exchange and job Embeddedness mediate how mutual-investment (whereby employers offer high inducements to employees for their high contributions) and over-investment (high inducements without corresponding high expected contributions) EOR approaches, which are based on Tsui, Pearce, Porter, and Tripoli's (1997) framework, affect quit propensity and organizational commitment. Two studies evaluated these intervening mechanisms. Study 1 surveyed 953 Chinese managers attending part-time master of business administration (MBA) programs in China, whereas Study 2 collected cross-sectional and longitudinal data from 526 Chinese middle managers in 41 firms. Standard and multilevel causal modeling techniques affirmed that social exchange and job Embeddedness translate EOR influence. A second multilevel test using lagged outcome measures further established that job Embeddedness mediates long-term EOR effects over 18 months. These findings corroborate prevailing views that social exchange explains how mutual- and over-investment EORs motivate greater workforce commitment and loyalty. This study enriches EOR perspectives by identifying job Embeddedness as another mediator that is more enduring than social exchange.
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why people stay using job Embeddedness to predict voluntary turnover
Academy of Management Journal, 2001Co-Authors: Terence R. Mitchell, Thomas W. Lee, Brooks C. Holtom, Chris J Sablynski, Miriam ErezAbstract:A new construct, entitled “job Embeddedness,” is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job Embeddedness with two samples. The results show that job Embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search.
