This study clarifies the definition of calling—a consuming, meaningful passion people experience toward a domain—and develops a 12‐item scale measure of calling. Drawing on multiwave longitudinal, 2‐wave longitudinal, and cross‐sectional data from 1,500 participants (2,278 observations) in 4 separate domains, music, art, business, and management, we demonstrate the scale's reliability and unidimensional structure across contexts and over time. We establish the scale's convergent validity and discriminant validity. We determine criterion‐related validity through the scale's relationship to satisfaction with the calling domain, career‐related self‐efficacy, clarity of professional identity, career insight, attending a calling‐oriented college program, professional pursuit of the calling domain, and differences across the 4 domains. We discuss implications of this reliable, valid measure for theory and research on calling, meaning of work, and careers.

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This study explores calling in the context of career decision making. Specifically, the authors examine receptivity to advice that discourages individuals from pursuing a professional path in their calling’s domain. The authors hypothesize that people with a strong calling will be more likely to ignore negative career advice. In Study 1, a four-wave, 7-year longitudinal study following 450 amateur musicians across career stages, the regression analyses showed that those with a stronger calling toward music reported being more willing to ignore the discouraging career-related advice of a trusted mentor. These results held over time, such that an early calling predicted the degree to which young people were willing to ignore career advice equally strongly 6 weeks, 3½ years, and 7 years later. In Study 2, the authors replicated these findings in a cross-sectional study of 131 business students. The authors discuss the implications for research on calling, as well as for counseling strong-calling individuals.

This article contributes to the growing research interest on sustainabilitydirected citizenship behaviors by helping to develop the construct of organizational citizenship behaviors (OCBs) toward the environment, defined as voluntary behavior not specified in official job descriptions that, through the combined efforts of individual employees, help to make the organization and/or society more sustainable. Hypotheses predict the extent to which employees' beliefs about their organization and about sustainability in general will be associated with OCBs toward the environment. The hypotheses are tested via a field survey of 733 employees working in a variety of occupations. Regression results indicated that OCBs toward the environment were related to, yet distinct from, OCBs in general, perceived organizational support (POS), affective commitment (AC), and beliefs that sustainability is important both in general and for one's current organization. The article concludes with theoretical implications for research on sustainability and extra-role behaviors as well as the practical implications for managers wishing to foster sustainability in their organization. 164 Group & Organization Management 38(2) Keywords sustainability, environment, extra-role behavior, organizational citizenship behavior, perceived organizational support Reducing the use of nonrenewable resources is of increasing importance for today's business organizations. Indeed, the popular press is replete with stories of sustainability initiatives launched by organizations. Examples include Mexico's dedication to Leadership in Energy and Environmental Design building certifications (Kaysen, 2007, p. 258), American rental car fleets using an increasing amount of flex-fuel, hybrid, and high-miles-per-gallon vehicles (Henry, 2008), the still-devastated portion of post-Hurricane Katrina New Orleans being rebuilt with solar panels and fuel-cell buses (Burdeau, 2009), the U.S. Patent and Trademark office cutting review times for green technology (Garthwaite, 2009), and Wal-Mart's dedication to reducing carbon emissions (Pflum & Golodryga, 2007). As in the popular press, there is a robust academic literature on the business community's concerns for society and the environment (Carroll, 1999). Schwartz and Carroll (2008) worked toward integrating sustainability and related terms, including corporate social responsibility, corporate citizenship, and corporate social performance. The field has been described as a social movement because of the greater accountability, responsibility, and transparency required of organizations (Waddock, 2009). Hundreds of articles have investigated the business case for the correlation between corporate social performance and financial performance (Margolis & Walsh, 2003; Orlitzky, Schmidt, & Rynes, 2003; Peloza, 2009). As a result, researchers report dramatic changes in organizational policies, routines, and actions, including more than 6,500 signatories to the UN Global Compact, the prevalence of the Global Reporting Initiative, a...

Scholars and managers have raised the question of how to encourage employees to perform discretionary pro-environmental behaviors at work, termed organizational citizenship behaviors toward the environment (OCB-Es). This study examined how rationales for organizational sustainability relate to employees’ OCB-Es. We considered two rationales—eco-centric and organization-centric—and two sources—employees’ rationales and their perceptions of their employers’ rationales. Results from 489 working adults across a variety of organizations and occupations revealed that both eco-centric and organization-centric rationales at both individual and perceived organizational levels related to employees’ OCB-Es. Furthermore, we found interactive effects, such that employees’ perceptions of their organizations’ rationales were more important than their own rationales in determining OCB-Es. These findings contribute to a theoretical understanding of the complex and interrelated factors motivating employees to perform voluntary sustainability behaviors in organizations. In addition, our results are valuable for managers looking to increase employee sustainability behaviors.

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Purpose – The purpose of this paper is to evaluate the effectiveness of a novel method for performing content analysis in managerial research – crowdsourcing, a system where geographically distributed workers complete small, discrete tasks via the internet for a small amount of money. Design/methodology/approach – The authors examined whether workers from one popular crowdsourcing marketplace, Amazon's Mechanical Turk, could perform subjective content analytic tasks involving the application of inductively generated codes to unstructured, personally written textual passages. Findings – The findings suggest that anonymous, self-selected, non-expert crowdsourced workers were applied content codes efficiently and at low cost, and that their reliability and accuracy compared to that of trained researchers. Research limitations/implications – The authors provide recommendations for management researchers interested in using crowdsourcing most effectively for content analysis, including a discussion of the limitations and ethical issues involved in using this method. Future research could extend the findings by considering alternative data sources and coding schemes of interest to management researchers. Originality/value – Scholars have begun to explore whether crowdsourcing can assist in academic research; however, this is the first study to examine how crowdsourcing might facilitate content analysis. Crowdsourcing offers several advantages over existing content analytic approaches by combining the efficiency of computer-aided text analysis with the interpretive ability of traditional human coding.

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