Emergence of interpersonal helping in times of crises: a theoretical model of prosperity and eradication of interpersonal helping in organizations

Chou, Shih Yung; Ramser, Charles; Chang, Tree; Han, Bo

doi:10.1108/md-08-2020-1041

Cited by 5 publications

(8 citation statements)

References 91 publications

(97 reference statements)

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“…On the other hand, it is possible to avoid personnel cuts through either the traditional direction of corporate social responsibility or through the transformation of the company's work according to the conditions of the pandemic and crisis, which could be characterized as a new direction of this responsibility (Chou et al 2020). The problem is that in the first case (with traditional responsibility).…”

Section: Introductionmentioning

confidence: 99%

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Inshakova

Sozinova

Litvinova

2021

Risks

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The purpose of the article: to find new (most effective) directions for the corporate COVID-19 risks management and developing management implications for leading this fight amid the pandemic and crisis for sustainable development. The methods of correlation and regression analysis are used. It is proved that the most perspective method of the corporate fight against the COVID-19 risks is a flexible transformation of business according to the new conditions based on the Industry 4.0 technologies. This paper further develops and supplements the concept of corporate social responsibility, including a new direction—corporate fight against the COVID-19 risks in it. The authors develop management implications on improving the corporate fight against the COVID-19 risks as a new direction of corporate social responsibility amid the pandemic. The advantages of using the Industry 4.0 technologies for the corporate fight against the viral threat include reduction of the share of the population with household expenditures for healthcare above 25% of total expenditures or incomes, reduction of the number of new cases per 1 million people, and an increase of the self-isolation index, the share of responsible employers amid COVID-19 risks.

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Section: Introductionmentioning

confidence: 99%

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Inshakova

Sozinova

Litvinova

2021

Risks

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“…Technological development and the global economy are generating uncertainty about the future of jobs; this context makes it difficult for organizations to define the most suitable jobs for employees. Research suggests that the challenge for companies is to design more flexible jobs that allow employees to proactively change their tasks and roles (Grant and Parker, 2009;Zhang and Parker, 2019;Chou et al, 2020). The new ways of working require more interaction between people; recent research shows that employees who exhibit interpersonal assistance are more likely to prosper in the organization when they are more able to craft their jobs (Chou et al, 2020).…”

Section: Job Craftingmentioning

confidence: 99%

Exploratory analysis on learning behaviours that favour job crafting

Cárdenas-Muñoz,

Rubio-Andrada,

Segovia-Pérez

2024

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PurposeThe purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.Design/methodology/approachUsing the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.FindingsIn an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.Research limitations/implicationsA limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.Practical implicationsThis research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.Social implicationsIn a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.Originality/valueThe authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

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“…Research on organizational crises has generally been conducted at the organizational level to address how to successfully navigate an organization through a crisis and minimize the crisis's negative impact (Pearson & Clair, 1998; Rosenthal, Boin, & Comfort, 2001; Williams, Gruber, Sutcliffe, Shepherd, & Zhao, 2017). Only a handful of studies have linked organizational crises to employee behaviors such as job performance (Meyer, Shemla, Li, & Wegge, 2015) and interpersonal helping (Chou, Ramser, Chang, & Han, 2020). By recognizing that organizational crises also affect employees, researchers can cross-fertilize macro and micro insights and advance a more comprehensive portrait of the relationships between organizational crises and employee outcomes.…”

Section: Research Review: a Four-level Analysis Frameworkmentioning

confidence: 99%

Event-Oriented Organizational Behavior Research: A Multilevel Review and Agenda for Future Research

Liu

Morgeson

Zhu

et al. 2023

Journal of Management

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A large and growing body of organizational behavior (OB) research has adopted what can be termed an “event-oriented” perspective. Broadly speaking, this stream of research focuses on discrete, change-oriented events that occur at different hierarchical levels as well as the impact of such events on employee outcomes. This event-oriented OB research stands in contrast to the traditional focus on the enduring features of people and collectives. Although event-oriented OB research has become increasingly prominent and influential, a systematic and integrative review of this important domain has yet to be conducted. Event-oriented OB research has utilized a wide range of theoretical and methodological perspectives, leading to a fragmented and disconnected literature. A synthesis of extant event-oriented OB studies is needed to obtain a more integrated and holistic view of this domain. In the present review, we propose a four-level framework to enhance our understanding of the types of events studied and synthesize insights from event-oriented OB studies. With this understanding and synthesis, we highlight promising theoretical and methodological opportunities for future research. In sum, our review facilitates a more systematic and refined understanding of events and can assist future event-oriented OB research by highlighting novel avenues for theoretical extensions and methodological improvements.

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Emergence of interpersonal helping in times of crises: a theoretical model of prosperity and eradication of interpersonal helping in organizations

Cited by 5 publications

References 91 publications

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Exploratory analysis on learning behaviours that favour job crafting

Event-Oriented Organizational Behavior Research: A Multilevel Review and Agenda for Future Research

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