Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict

Reade, Carol; Lee, Hyunjung

doi:10.1016/j.intman.2011.09.002

Cited by 66 publications

(98 citation statements)

References 59 publications

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“…It has been shown that an employee's sensitivity to conflict external to the firm has an impact on his or her attitudes toward the job, team, leader and company (Bader, 2014;Reade, 2009;Reade & Lee, 2012. Employee sensitivity has been defined as the degree to which an employee is readily affected by external influences (Reade & Lee, 2012).…”

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

“…Employee sensitivity has been defined as the degree to which an employee is readily affected by external influences (Reade & Lee, 2012). Studies show that the higher the sensitivity the greater the psychological impact on employee attitudes Reade, 2009;Reade & Lee, 2012).…”

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

“…Other research contexts include areas of the world that have experienced protracted conflict, sometimes over decades. These include Israel (Reichel & Neumann, 1993), Lebanon (Messarra & Karkoulian, 2008), Iraq and Afghanistan (Vinokur et al, 2011), Sri Lanka Reade, 2009;Reade & Lee, 2012), India and Pakistan (Bader & Berg, 2013), and the UK (Goodwin et al, 2005).…”

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

“…The findings include an overall disconnectedness with the organisation and decline in work concentration (Maniero & Gibson, 2003), lower work motivation and involvement (Bader & Berg, 2013Howie, 2007;Reade, 2009), lower work productivity (Alexander, 2004), lower job satisfaction (Alexander, 2004;Howie, 2007;Mainiero & Gibson, 2003;Reade, 2009), lower employee morale (Tevault, 2013), lower commitment to the organisation (Reade, 2009;Reade & Lee, 2012;Vinokar et al, 2011), and lower trust in colleagues and top management (Reade, 2009). Also reported are higher incidents of absenteeism, leave taking, and job separation (Alexander, 2004;Byron & Peterson, 2002;Howie, 2007).…”

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

“…Reade, 2009). Several studies have investigated HRM practices and interventions that might moderate negative psychological effects of political conflict (Bader & Berg, 2013Reade & Lee, 2012). Drawing on these and other studies, it is proposed that HRM practices in the areas of employee support, participation and integration can transform externally influenced negative attitudes into positive employee attitudes and well-being.…”

Section: The Firm As Peaceful Oasis: a Conceptual Frameworkmentioning

confidence: 99%

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Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

Section: Employee Sensitivity Attitudes and Well-beingmentioning

confidence: 99%

Section: The Firm As Peaceful Oasis: a Conceptual Frameworkmentioning

confidence: 99%

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This paper contributes to the literature on business performance by investigating the relationship between terrorism and global business performance at country level. A measure of a country's distance from the frontier score of the World Bank's Doing Business index is used to proxy for business performance. The results of the fixed-effects estimations based on 173 countries over 7 years (2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017) show that terrorism has no significant relationship with global business performance. We then partition our sample into developed, developing and fragile countries. The results still show that there is no robust significant relationship between terrorism and business performance for the sub-samples of developed and developing countries. However, the results based on the fragile countries' sub-sample suggest a significant negative relationship between terrorism and business performance. The results are consistent with an alternative measure of business performance and estimation technique that controls for endogeneity.

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Kidnapping rate and capital flight: Empirical evidence from developing countries

Okafor

Ede

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Int. J Fin Econ

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This paper contributes to the literature on capital flight by investigating the relationship between kidnapping rate and capital flight in developing countries. Numerous empirical studies exist on the determinants of capital flight but, surprisingly, none of them have investigated the empirical link between kidnapping and capital flight. To fill this existing void in the literature, this paper utilised a sample of 67 developing countries for the period 2003–2017. Estimates of the GMM technique show that kidnapping rate has a positive and significant impact on capital flight. However, estimations of the marginal differences show that this significant effect remained consistent only in the sample of ‘fragile’ developing countries. The results remained consistent to alternative measures of capital flight.

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Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict

Cited by 66 publications

References 59 publications

Firms as Peaceful Oases Conceptualising the Role of Conflict-Sensitive Human Resource Management

Firms as Peaceful Oases Conceptualising the Role of Conflict-Sensitive Human Resource Management

Terrorism and global business performance

Kidnapping rate and capital flight: Empirical evidence from developing countries

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