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Survey research often uses Liker-type score items to measure respondents' attitudes with respect to certain topics. This type of item has been shown to be susceptible to an acquiescent response bias. The purpose of this article is to point out the importance of controlling for this type of response bias when evaluating the equivalence of the construct measured by the items across (cultural) groups. More specifically, it is shown how and when omitting a factor accounting for the acquiescent response bias leads to a biased assessment of the invariance of the loadings of the content factor across the groups under study. On the basis of these results, a procedure for controlling for acquiescence is proposed and illustrated on a large data set of nine West European countries.

Managing project-based learning is becoming an increasingly important part of project management. This article presents a comparative case study of 12 cases of knowledge transfer between temporary inter-organizational projects and permanent parent organizations. Our set-theoretic analysis of these data yields two major findings. First, a high level of absorptive capacity of the project owner is a necessary condition for successful project knowledge transfer, which implies that the responsibility for knowledge transfer seems to in the first place lie with the project parent organization, not with the project manager. Second, none of the factors are sufficient by themselves. This implies that successful project knowledge transfer is a complex process always involving configurations of multiple factors. We link these implications with the view of projects as complex temporary organizational forms in which successful project managers need to cope with complexity by simultaneously paying attention to both relational and organizational processes.

The aim of this study is to investigate the elements of organizational career management (OCM) that can lead to strong organizational performance. The growing unpredictability of careers requires a different organizational approach of careers. Yet, new career models all focus on the individual as the central actor, leaving the role of the organization rather underdeveloped. Based on a combined perspective integrating insights from the literature on careers, high performance work systems, and idiosyncratic deals (I‐deals), we address four dimensions of OCM: supportive and developmental practices, development I‐deals, individual responsibility, and consensus. We study their relationships with company performance, thereby including the firm's human capital composition. Surveys were administered to the HR directors of 293 organizations. We apply a relatively new method, fsQCA (fuzzy‐set qualitative comparative analysis), and complement this with more conventional structural equation modeling (SEM). The SEM analyses suggest that only supportive and developmental practices are positively associated with high performance. However, based on the fsQCA, three configurations are identified in which OCM is associated with high performance. The most prevalent configuration combined supportive and developmental practices with I‐deals and individual responsibility for career management. We conclude with a discussion of the implications of our findings, and address the utility of adopting a configurational approach in career research. © 2016 Wiley Periodicals, Inc.

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This global shortage is associated with a loss of trained nurses, times of poor staffing and extra work for remaining nurses, increased costs of enrollment and orientation of new nurses, and, most important, a potential increase in adverse patient outcomes (Larrabee et al., 2003). Job satisfaction has been identified as a major determinant of nurse retention and performance (L. Hayes et al., 2006). Moreover, the quality of intraorganizational communication and perceived communication satisfaction influence job satisfaction at different levels and for all types of employees within the organization. Aims We aimed to perform a narrative literature review on job satisfaction in relation to communication satisfaction, with a specific focus on nursing professionals in hospitals.

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