The milieu of managerial work: An integrative framework linking work context to role requirements.

Dierdorff, Erich C.; Rubin, Robert S.; Morgeson, Frederick P.

doi:10.1037/a0015456

Cited by 165 publications

(222 citation statements)

References 137 publications

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“…More recently, research on job design and job analysis has begun to incorporate intrafirm (e.g., organizational climate) and interfirm forces (e.g., occupational context) (Dierdorff & Morgeson 2007Dierdorff et al 2009) into the theory of job design and job analysis. From an OP/OB perspective, these recent developments are important on the basis of two perspectives.…”

Section: Job Design and Job Analysismentioning

confidence: 99%

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

Ployhart

Hale

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

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This article puts forth an agenda for the psychological study of strategy and competitive advantage. It centers this agenda within the microfoundations program, a program originating within strategy that seeks to understand firm heterogeneity and competitive advantage by examining individuals and their interrelationships. The article first reviews key theories and frameworks in strategy by taking a functionalist view, that is, by starting with a focus on organizational criteria (operational performance, organizational performance, competitive advantage). It then discusses the importance of resources and how psychology may contribute to an understanding of these resources. Organizational psychology and organizational behavior research that links to higher-level outcomes or resources is reviewed next. The article concludes with questions that we believe will fascinate scholars of organizational psychology and organizational behavior as well as with implications for practice. We hope this article helps stimulate a paradigmatic shift in organizational psychology and organizational behavior, as their theories and findings are much more strategic than is currently appreciated.

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Section: Job Design and Job Analysismentioning

confidence: 99%

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

Ployhart

Hale

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

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“…Dierdorff, Rubin, and Morgeson (2009) found that task context is predictive of role/job requirements. Furthermore, Morgeson, Dierdorff, and Hmurovic (2010) explain how occupational context can "influence the relationships between work design features and various outcomes" (p. 351), yet they argue despite its importance, this has been understudied in regards to the effects of job characteristics.…”

Section: Job Typementioning

confidence: 99%

Moderating Effect of Job Type on Job Characteristic—Worker Outcome Relationships

Oliveira¹,

Scherbaum²

2017

JPR

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There has been a great deal of research examining how characteristics of jobs impact employee work perceptions as well as worker outcomes and this question is typically viewed through the lens of the job characteristics model (JCM) (Oldham & Hackman, 1980). Despite the substantial literature on this model, questions are now being raised about the JCM's generalizability across job types. This study tested job type as a moderator for job characteristic-worker outcome relationships through the use of a multilevel design and data from 11,718 employees in 24 countries.Findings indicate a moderating effect of job type on relationships between the job characteristics of autonomy, skill variety, and task significance with the worker outcomes of job satisfaction, organizational commitment, turnover intentions, and perceptions of stress. This has implications for work design across jobs and findings indicate these relationships are complicated in that they are dependent upon job type, the specific job characteristic, and the worker outcome in question. Thus, given the cost and time involved in work redesign, such redesign attempts should be tailored to the outcomes a given organization intends to improve instead of implementing higher levels of numerous job characteristics across all job types and situations.

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“…Beyond their importance in regulating managerial behaviour, managerial roles have implications for task performance (Dierdorff et al, 2009;Dierdorff & Morgeson, 2007;Katz and Kahn, 1978;Morgeson et al, 2005). The degree of fit between managers' role behaviour and the role requirement of organizational tasks determines whether those tasks are tied to appropriate managers having the right knowledge base, experience and access to relevant information (Das, 2001;Dierdorff et al, 2009;Morgeson et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…Our focus here is, therefore, to investigate how managerial responsibilities for trade show tasks, constituting objective setting, trade show selection and booth management, affect the marketing performance of trade show marketers using insights from organizational role theory (Dierdorff et al, 2009;Katz and Kahn, 106 1978), the functionalist perspective of managerial roles (Floyd & Lane, 2000) and the trade show management literature (Kijewski et al, 1993;Tanner & Chonko, 1995). Managerial roles, in the functionalist perspective are viewed as sets of structured work related expectations ascribed to different levels of management (Floyd & Lane, 2000).…”

Section: Introductionmentioning

confidence: 99%

“…Accordingly, managers from different levels of management are assigned to carry out the tasks involved in a trade show campaign (Kijewski et al, 1993;Tanner, 2002). Because managerial responsibilities for trade show tasks are assigned to diverse groups of managers, stronger and weaker fits between role behaviours and role requirements can be expected (Dierdorff et al, 2009;Katz and Kahn, 1978;Morgeson et al, 2005). We expect managers to perform trade show tasks effectively when their role behaviour strongly fits the role requirement of the tasks, which should be reflected in higher firm level marketing performance.…”

Section: Introductionmentioning

confidence: 99%

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Managing Trade Show Campaigns: Why Managerial Responsibilities Matter?

Tafesse¹,

Korneliussen²

2012

Journal of Promotion Management

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This paper investigated the relationship between managerial responsibilities for important trade show tasks and the marketing performance of trade show marketers. Drawing theoretical insights from organizational role theory and the functionalist perspective of managerial roles, the paper proposed and tested a theory based, multiple task-managerial responsibility linkages using a large b2b trade show as a context. The empirical results indicated that the marketing performance of trade show participants was enhanced when (a) middle managers were responsible for the trade show objective setting task, (b) lower and middle managers were involved in the trade show selection decision and (c) lower managers implemented the booth management task. The paper concluded by discussing the theoretical and practical implications of these findings.

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The milieu of managerial work: An integrative framework linking work context to role requirements.

Cited by 165 publications

References 137 publications

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

Moderating Effect of Job Type on Job Characteristic—Worker Outcome Relationships

Managing Trade Show Campaigns: Why Managerial Responsibilities Matter?

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