Jennifer D. Oyler’s research while affiliated with Texas A&M University – Commerce and other places

The purpose of the present research was to provide additional evidence for the construct validity of Mitchell, Holtom, Lee, Sablynski, and Erez’s Job Embeddedness Questionnaire (JEQ). While most studies have focused on building the nomological network of job embeddedness with organizationally relevant outcomes, scant research has focused attention on the psychometric properties of the JEQ. To this end, this study explores the meta-analytic relationships of the JEQ with job satisfaction and organizational commitment measures to help build additional evidence for the discriminant validity of the job embeddedness construct. Results revealed that the organizational dimensions of links, fit, and sacrifice and job satisfaction measures have differential relationships with perceived desirability and ease of movement variables thereby lending support to the construct validity of the JEQ. In addition, the content and factorial validity of the JEQ was examined using a cross-industry, multioccupational sample from 542 respondents. Results indicated that while the three-factor model for both organizational and community embeddedness had the best fit to the data, other psychometric properties were somewhat questionable. Recommendations were provided to refine the current operationalization of the JEQ and to expand the nomological network of job embeddedness by exploring predictors and outcomes of individual dimensions of organizational embeddedness and community embeddedness.

DeRue and Ashford (2010) proposed a social process of leadership identity construction, asserting that leadership identity is co-constructed by way of claims and grants of leader and follower identities. In addition, these authors suggested that the collective endorsement of the broader social context might serve as a catalyst to initiate the leader identity construction process. As a result, they called for qualitative studies to further develop this idea. During archival research of James Meredith’s historic integration of the University of Mississippi, we discovered evidence to support and extend their theoretical arguments. Accordingly, we interpret the archival evidence of support and opposition of Meredith’s defiant integration to contrast the leader identity construction processes of Meredith with his contemporary antagonist, former Mississippi Governor Ross Barnett. We use this analysis to illustrate how the distinctive social context broadly recognized the key element of defiance and collectively endorsed Meredith as a leader, thereby initiating his leader identity construction process.

Purpose – Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void. Design/methodology/approach – Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings. Findings – The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership. Research limitations/implications – As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology. Practical implications – Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations. Originality/value – The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings.

Purpose Based upon an analysis of 30 historic narrative accounts of mutinies, Coye, Murphy, and Spencer recently extended voice theory to clarify the ontological status of the concept of upward defiance. The purpose of this article is to extend the framework of Coye et al. and illustrate the process of escalation towards hostility to offer practicing managers guidance on appropriate steps to interrupt the extreme escalation of member resistance. Design/methodology/approach The authors examined the significant historical insurrection within the 1921 Battle of Blair Mountain. With the case of the Blair Mountain War, the historical record provides ample narrative data for a textual, interpretive, pseudo‐ethnographical analysis. Findings The examination of the Battle of Blair Mountain provides additional support for the upward organizational defiance framework proposed by Coye, Murphy, and Spencer. In addition, the authors have extended the theoretical upward defiance framework to account for the escalation of constructive to destructive forms of voice towards mutiny to reveal managerial actions and attitudes to mitigate follower defiance. Research limitations/implications The common limitation to any historic case study is one of generalizability, although it often useful to accept the trade‐off between limited generalizability and the potential discernment associated with the methodology. Originality/value The paper investigates a mutiny outside of a maritime setting to offer support for Coye et al. ’s conceptual framework, extend that framework in a manner more consistent with organizational practice, and offer guidance to practitioners.

Description: The purpose of this case is to present a dilemma regarding the actions that should be taken in response to incidences of sexual harassment at Laocoön Aeronautics Corporation. Averil Hughes, a high-ranking and well-respected director on the executive leadership team at Laocoön, is offended by the sexual propositions and innuendos made to her by her direct supervisor, William Prewett. Her boss's behavior not only incites an array of negative emotions within her, but she believes that by not appeasing Prewett's sexual advances her job performance and future at the company could be compromised. Averil eventually reports the arassment to William's direct supervisor, Tony Zi. The case concludes with Tony contemplating how he should handle this complicated and delicate situation. Synopsis This cutting-edge, dilemma case examines sexual harassment from the lens of a female executive in the gender-biased, U.S. defense industry. The uniqueness of this case is that while more females are moving into male-dominated organizations in this industry, very few cases have examined sexual harassment within these organizations. The majority of the case focuses on Averil Hughes' meteoric rise from employee to the executive ranks within Laocoön Aeronautics Corporation and chronicles events that led to her filing a sexual harassment claim against her boss and Vice-President of Military Aerospace and Electronic Systems, William Prewett. In addition, the case provides a broad overview of the U.S Defense Industry and detailed insight into the organizational culture at Laocoön Aeronautics Corporation. The case concludes with Averil reporting the sexual harassment claim to William's boss, Tony Zi, the Executive Vice-President of Business Development and Operations. Tony Zi is faced with a difficult decision- how to legally manage a sexual harassment claim that involves his best friend, William Prewett, and one of his star hires, Averil Hughes.

Purpose The emergence of diversity in organizations is typically traced to the 1960s when legislation was enacted in the USA to prohibit discrimination against ethnicity, gender, national origin, race, and religion. However, Peter Drucker found that workplace diversity had its origin in the aftermath of World War I. In response, this paper aims to address the historical evolution of workplace diversity through the lens of Drucker. Design/methodology/approach The paper traces the historical evolution of Drucker's perspective on workplace diversity and the circumstances that catapulted him to advocate for understanding and valuing diversity in organizations. Further, it uses passages from Peter Drucker's published accounts to illustrate his understanding of demographic trends and how these trends impacted the competitiveness of the organization and management of workplace diversity. Findings Drucker's early life experiences influenced him to become a tenacious advocate for workplace diversity. As a reflection of these experiences, Drucker's understanding of human resource management led him to implore his readers to use human resource practices to leverage the power of evolving demographic trends. Drucker later refined his prescriptions on workplace diversity by incorporating several assumptions from the strategic human resource management literature into his research. Research limitations/implications Future workplace diversity research would benefit from evaluating Drucker's propositions on leveraging the power of demographic trends through human resource management practices. Originality/value This historical analysis of Drucker's vast body of research provides substantial insight into his practical arguments for understanding and valuing diversity in organizations. To the best of one's knowledge, organizational researchers and management historians have not extensively evaluated Drucker's contributions to the workplace diversity literature.

Purpose – The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business. Design/methodology/approach – This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management. Findings – The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management. Originality/value – To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.