Career diversity and project performance in the Italian television industry

Vicentini, Francesca; Boccardelli, Paolo

doi:10.1016/j.jbusres.2015.10.007

Cited by 12 publications

(10 citation statements)

References 29 publications

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“…Third, the focus on two specific personal resources is justified because both work meaningfulness and organizational identification render persistent championing efforts-and the associated chances that ideas for organizational improvement will be accepted (Perry-Smith & Mannucci, 2017)-more desirable, while complementing each other by operating at the job versus organizational levels (Brieger et al, 2019). Further studies could consider the invigorating roles of other personal resources too, such as employees' passion to work hard (Baum & Locke, 2004), creative self-efficacy (Tierney & Farmer, 2002), proactive personality (Jawahar & Liu, 2016), or career diversity in other organizations (Vicentini & Boccardelli, 2016). Pertinent contextual resources also might catalyze the conversion of perceived career progress into enhanced championing efforts, such as an organizational climate that supports innovation (Scott & Bruce, 1994), the provision of adequate reward systems (De Clercq et al, 2011), or organizational justice (Gumusluoglu, Karakitapoglu-Aygün, & Hirst, 2013).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Clercq

Pereira

2020

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PurposeDrawing from conservation of resources (COR) theory, this study investigates the relationship between employees' perceived career progress and their championing behavior and particularly how this relationship might be invigorated by two critical personal resources at the job (work meaningfulness) and employer (organizational identification) levels.Design/methodology/approachQuantitative data were collected from a survey administered to 245 employees in an organization that operates in the oil industry.FindingsBeliefs about organizational support for career development are more likely to stimulate idea championing when employees find their job activities meaningful and strongly identify with the successes and failures of their employing organization.Practical implicationsThis study offers organizations deeper insights into the personal circumstances in which positive career-related energy is more likely to be directed toward the active mobilization of support for novel ideas.Originality/valueAs a contribution to extant championing research, this research details how employees' perceived career progress spurs their relentless efforts to push novel ideas, based on their access to complementary personal resources.

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Section: Limitations and Future Researchmentioning

confidence: 99%

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Clercq

Pereira

2020

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“…This requires tacit knowledge to be transformed into explicit knowledge through not only repetition of actions but also organisational mechanisms that facilitate social interactions and organisational archives. Experience supports organisational learning, as repetitive actions enhance the possibility of making tacit knowledge explicit (Dokko et al, 2009;Vicentini and Boccardelli, 2016). Clarifying knowledgemaking it explicitenhances performance by improving individuals' understanding of the process and enabling them in communicating it throughout the organisation (Zollo and Winter, 2002).…”

Section: Learning Effects and Firm Sizementioning

confidence: 99%

Experience as a source of knowledge in divestiture decisions: emerging issues and knowledge management implications

Peruffo

Marchegiani

Vicentini

2018

JKM

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Abstract\ud Purpose – This paper analyses the idea that experience acts as an antecedent in\ud divestiture and triggers an organisational learning process that enables the divesting firm to\ud convert experience into knowledge, increasing the probability that a firm will undertake\ud subsequent divestitures.\ud Design/methodology/approach – The approach is quantitative. The research project\ud utilised the case control design, with a sample consisting of 274 divesting and non-divesting\ud firms. Given the dichotomous nature of the dependent variable, the relations of the research\ud model are tested using logistic regression.\ud Findings – The likelihood of a divestiture increases when firms have already had past\ud experience of divestitures. Firm performance and firm size act as moderating variables: that\ud is, the learning effects are weaker in firms with better past performance and in larger firms.\ud Research implications/limitations – The study contributes to the literature on\ud organisational learning and divestiture. In particular, the knowledge obtained from previous\ud divestitures is positively related to subsequent ones. The results on firm size and performance\ud as contingency factors make it possible to distinguish between the different learning\ud mechanisms in proactive and reactive divestitures, as well as in larger and smaller firms.\ud Accordingly, a two-level framework of experience and knowledge is proposed.\ud Practical implications – The results are of interest for practitioners who need a better\ud understanding of the antecedents of their strategic actions in terms of past experience and\ud knowledge. The study also offers insights into the knowledge management practices that fit\ud the proposed two-level framework of knowledge accumulation.\ud Originality/value – The originality of the study consists in the strong evidence of\ud learning effects in divestitures that it finds. This study augments a promising line of research\ud on the effect of experience in rare strategic decisions, enriching our understanding of the\ud learning mechanisms associated with complex experiences

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“…Those rewards are not only financial incentives but also include opportunities for continuous progression and career development within the organisation. Recent empirical evidence supports the positive relationship between human capital variables and career success (Ng et al , 2005; Vicentini and Boccardelli, 2016), defined as “the accomplishment of desirable work-related outcomes at any point in a person’s work experiences over time” (Arthur et al , 2005, p. 179). On the same vein, Hall and his colleague have focussed on the subjective perspective of the individual career actor who faces the external career realities of the contemporary business environment (Hall and Moss, 1998).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Blue-collar workers, career success and innovation in manufacturing

Cillo

García-Pérez²,

Giudice

et al. 2019

CDI

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Purpose The purpose of this paper is to contribute to the understanding of the relationship between employees’ knowledge and organisational performance. Design/methodology/approach Using a structural equation model, feedback received from 237 blue-collar workers from multinational high-tech manufacturing enterprises in Italy was studied to understand, from a dynamic capabilities perspective, the role of soft skills in the career success of production workers. Findings The results of the analysis indicate a positive relationship between workers’ commitment to develop their soft skills and their career success, as well as a positive relationship between an organisation’s approach to both knowledge exploration and knowledge exploitation and the prospects for career success of blue-collar workers. Research limitations/implications The research has both theoretical and practical implications, as any efforts by researchers and practitioners to find effective ways to motivate the workforce will be likely to lead to a positive attitude towards learning and, ultimately, to improved business performance. Originality/value The originality of the paper is the focus on the personality and interpersonal attributes of workforce – blue-collar workers – and how they can affect business performance in highly innovative contexts.

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Career diversity and project performance in the Italian television industry

Cited by 12 publications

References 29 publications

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Experience as a source of knowledge in divestiture decisions: emerging issues and knowledge management implications

Blue-collar workers, career success and innovation in manufacturing

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