Big data and analytics (BDA) are gaining momentum, particularly in the practitioner world. Research linking BDA to improved organizational performance seems scarce and widely dispersed though, with the majority focused on specific domains and/or macro‐level relationships. In order to synthesize past research and advance knowledge of the potential organizational value of BDA, the authors obtained a data set of 327 primary studies and 1252 secondary cited papers. This paper reviews this body of research, using three bibliometric methods. First, it elucidates its intellectual foundations via co‐citation analysis. Second, it visualizes the historical evolution of BDA and performance research and its substreams through algorithmic historiography. Third, it provides insights into the field's potential evolution via bibliographic coupling. The results reveal that the academic attention for the BDA–performance link has been increasing rapidly. The study uncovered ten research clusters that form the field's foundation. While research seems to have evolved following two main, isolated streams, the past decade has witnessed more cross‐disciplinary collaborations. Moreover, the study identified several research topics undergoing focused development, including financial and customer risk management, text mining and evolutionary algorithms. The review concludes with a discussion of the implications for different functional management domains and the gaps for both research and practice.
Purpose The purpose of this paper is to review empirical research on the relationship between organization-based social support and the success of international assignments (IAs). Design/methodology/approach Four search engines were used to obtain empirical studies relating organization-based social support to success criteria. Studies were compared based on type of theoretical foundation, criteria of success, source of social support and study design. Findings The reviewed studies draw on three theoretical paradigms – based on stress, social capital and relational exchange. The results demonstrate that expatriates receive social support from multiple organization-based sources and that these sources’ proximity to the expatriate influences the relationship between social support and success. Regarding geographical proximity, sources in the home and host countries fulfil different supportive functions and therefore stimulate different success criteria. Additionally, the success criteria stimulated by organizational support depend on the type of supportive practices offered. The impact of support from organizational members is further influenced by their hierarchical proximity to the expatriate, with supervisory support relating most strongly to success. In addition to proximity, characteristics of the expatriating employee and the assignment (e.g. expatriate motivation and assignment hardship) influence the value of social support. Finally, social support relates most strongly to expatriates’ satisfaction, commitment, and adjustment and these frequently mediate its effect on expatriates’ retention and performance. Research limitations/implications Although only organization-based sources were considered, this review demonstrates that a multidimensional perspective is warranted when examining the effects of social support during IAs. Practical implications This review provides insights into the ways organizations could and should assist (self-initiated) expatriates when aiming for specific outcomes. Originality/value This in-depth examination of social support in the work environment of expatriates combines several theoretical paradigms and investigates multiple criteria of success.
Researchers frequently rely on general linear models (GLMs) to investigate the impact of human resource management (HRM) decisions. However, the structure of organizations and recent technological advancements in the measurement of HRM processes cause contemporary HR data to be hierarchical and/or longitudinal. At the same time, the growing interest in effects at different levels of analysis and over prolonged periods of time further drives the need for HRM researchers to differentiate from traditional methodology. While multilevel techniques have become more common, this article proposes two additional methods that may complement the current methodological toolbox of HRM researchers. Latent bathtub models can accurately describe the multilevel mechanisms occurring in organizations, even if the outcome resides at the higher level of analysis. Optimal matching analysis can be useful to unveil longitudinal patterns in HR data, particularly in contexts where HRM processes are measured on a continuous basis. Illustrating the methods’ applicability to research on employee engagement, this paper demonstrates that the HRM community—both research and practice—can benefit from a more diversified methodological toolbox, drawing on techniques from within and outside the direct field to improve the decision‐making process.
In the context of economic stagnation and recession, retailers face fierce competition and experience enormous pressure to increase their sales. In this study, we focus on the potential costs of higher store sales for retail workers by examining its effect on work engagement. Drawing on work intensification literature and the job demand-resources model, we study how job variety and workload, two job characteristics, mediate the relationship between store sales and engagement. Store revenue data and survey data of 525 sales employees, embedded in 110 stores of a large Dutch retail organization were used, to perform mixed models analyses. The analyses demonstrate that store sales is negatively related to job variety and positively related to workload. In turn, job variety positively affects work engagement, while workload negatively affects work engagement. Based on multi-source, multilevel data it is thus shown that there are negative effects of store sales in retail. More insight is created into the job characteristics that explain the negative link between store sales and engagement. As it is empirically demonstrated that there are indeed costs associated with improved performance in retail, it is crucial that organizations ensure investments in maintaining resourceful work environments.
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