Managing Human Resources

Badawy, Michael K.

doi:10.1080/08956308.2007.11657452

Cited by 15 publications

(12 citation statements)

References 14 publications

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“…It suggests that even professionals with a high technical PC fit do not significantly contribute to science and technology. It is possible that the technical ladder was viewed as a 'dumping ground' for second class R&D professionals who have not been promoted on a managerial ladder (Allen & Katz, 1986;Badawy, 2007;Roth, 1988). Moreover, in South Korea, where people place emphasis on power distance and collectivism (Hofstede, 2001;Schwartz & Bardi, 2001), a managerial career, which has inherently more decision-making power and provides prestigious social status, is more favored by R&D professionals than a technical career (Couto & Vieira, 2004;Shane, 1993).…”

Section: Discussionmentioning

confidence: 99%

“…The effective management of research and development (R&D) professionals appears increasingly important to firms in a technologically dynamic and competitive environment (Aryee & Leong, 1991;Badawy, 2007;Igbaria et al, 1999). This is the case not just for high-technology firms in advanced countries but also for leading latecomer firms in industrializing countries such as South Korea (Kim & Cha, 2000).…”

mentioning

confidence: 99%

“…Many previous studies cast the dilemma in the managing of R&D professionals, however, because some of them have very distinctive career goals, value systems, and reward preferences orientated toward their profession rather than their affiliated organizations. This is often because of the long socialization period in their technical occupations (Aryee & Leong, 1991;Badawy, 2007;Von Glinow, 1988). This peculiar career orientation of R&D professionals frequently clashes with the conventional career management and incentive systems in most organizations (Von Glinow, 1988).…”

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confidence: 99%

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Person-career fit and employee outcomes among research and development professionals

Cha

Kim

2009

Human Relations

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This study aims to examine the effects of person-career (PC) fit on employee outcomes. It is based on a sample of 1128 research and development (R&D) professionals and 222 project managers in 15 South Korean organizations. The results revealed that a managerial PC fit has a curvilinear relationship with job satisfaction and organizational commitment, and a technical PC fit has a curvilinear relationship with job satisfaction. For example, job satisfaction increased as career orientation increased toward career development opportunities, then decreased when career development opportunities exceeded career orientation. In addition, as expected, job satisfaction and organizational commitment are higher when career orientation and career development opportunities are both high rather than low. For work performance, contributions to organizations increased as managerial career orientations increased toward managerial career opportunities, then decreased when managerial career opportunities exceeded managerial career orientation.

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Section: Discussionmentioning

confidence: 99%

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confidence: 99%

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confidence: 99%

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Person-career fit and employee outcomes among research and development professionals

Cha

Kim

2009

Human Relations

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“…As one application, examining the knowledge structure, cognition, and position on the technological trajectory of technology managers gives a new look to the old problem of technical careers and the management of technical professionals (e.g., Allen & Katz, 1986Badawy, 2007;Kelley & Caplan, 1993). Such research has yielded impressive results and yet it has not discussed at any length the knowledge required to effectively monitor technical projects.…”

Section: Elements Of a Theory Of Technical Monitoringmentioning

confidence: 99%

Monitoring technical managers: Theory, evidence, and prescriptions

Michael

2012

The Journal of High Technology Management Research

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“…The acronym for the digital world is ACE: Align, Create, Empower (Bernhut, 2001). The principles embodied by ACE appear prominently in the literature on knowledge workers (Amabile, 1997; Amabile and Kramer, 2007; Badawy, 2007; Cross et al , 2006, 2003; Davenport, 2002, 2005; Davenport et al , 2002; Drucker, 1988, 1999, 2002, 2006; Henard and McFadyen, 2008; Howe and Levin, 2007; Janz et al , 1997; Janz and Prasarnphanich, 2003; Jordan, 2005; Kanter, 1993, 2000a, b; Katz, 2005).…”

Section: Introductionmentioning

confidence: 99%

Literature review: a representation of how future knowledge worker is shaping the twenty‐first century workplace

Acsente¹

2010

On the Horizon

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PurposeThe purpose of this paper is to share findings from a literature review conducted during ongoing scholarly research on the characteristics of knowledge workers. This paper aims to place knowledge workers in the context of twenty‐first century organizations by providing a historical background on the emergence of knowledge work.Design/methodology/approachThe literature presented in this review is drawn from Google and Google Scholar searches along with the following EBSCO databases: Academic Search Premier, Business Source Premier, MasterFILE Premier, MasterFILE Select, Communication & Mass Media Complete, Psychology and Behavioral Sciences Collection, PsycARTICLES, and PsycINFO.FindingsMuch of the literature review for this project comes from the management field. A predominant theme is that capitalizing on the talents of knowledge workers entails creating a culture with a specific set of characteristics chosen to create an environment in which knowledge workers flourish. A common perception is that the effective management of knowledge workers is hindered by the lack of a cohesive definition. The literature review suggests that a set of characteristics exists specific to knowledge workers.Social implicationsThe paper posits an increased awareness of twenty‐first century workforce characteristics that need to be taken into consideration as soon as possible by private, public or academic enterprises.Originality/valueWhile there is no dispute about the exponential growth of knowledge workers and their critical impact on business, the number of knowledge workers is difficult to gauge due to the lack of a precise definition. Moreover, this workforce is difficult to manage until it is well understood and defined. There is no model to encompass the full spectrum of characteristics that define knowledge workers. A proposed taxonomy of the characteristics of knowledge workers can serve as a springboard for more intensive research into the application of management practices uniquely suited to motivating knowledge workers to superior performance.

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Managing Human Resources

Cited by 15 publications

References 14 publications

Person-career fit and employee outcomes among research and development professionals

Person-career fit and employee outcomes among research and development professionals

Monitoring technical managers: Theory, evidence, and prescriptions

Literature review: a representation of how future knowledge worker is shaping the twenty‐first century workplace

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