We contribute to the understanding of the relationship between organisational identification and work-related stress by examining the role that expanded forms of organisational identification play in explaining the nature of this relationship. The current study explores the extent to which organisational identification and other expanded forms of identification predict employee strain. We hypothesise that ambivalent identification, neutral identification, and disidentification will moderate the negative relationship between organisational identification and exhaustion and ego depletion, such that the link between identification and strain will be stronger when the other dimensions are low. We tested these predictions in a survey among 228 employees of care homes for the elderly (72% social-sanitary operators, 27% nurses). Results largely supported the hypotheses and show reliable interactions for ambivalent, neutral identification, and disidentification on both exhaustion and ego depletion. Results showed a significant moderation by ambivalent identification for exhaustion but not for ego depletion. We discuss limitations and future implications for research and practice of the expanded model of organisational identification in organisational interventions that deal with work-related stress.
Journal of Management Studies
The present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders' and members' narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders' empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic.
Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.
This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs).
This study applies a qualitative method to investigate the talent management (TM) practices implemented in MNCs’ R&D units.
The findings identify four R&D strategies and four sectors of TM practices. Furthermore, there exists an alignment between R&D strategies and TM practices.
This paper has several limitations. This qualitative research is exploratory, and larger samples or quantitative methods are needed to ensure the wider applicability of the findings. When possible, longitudinal studies yield superior results in revealing the evolving strategic roles of R&D subsidiaries and their TM practices. The authors used China as the research context, and similar studies in other emerging countries with active R&D activities are required to further validate or complement the findings in this study.
This study has some practical implications for companies with regard to aligning their TM practices with R&D strategies.
R&D units play an increasingly significant role in MNCs and TM is a key issue. However, there is a lack of TM research focusing on R&D employees by taking strategies into account.