The Depleting Effects of Task Idiosyncratic Deals in the Context of Innovation

2021 ◽  
Vol 2021 (1) ◽  
pp. 10364
Author(s):  
Wai Hung Thomas Ng ◽  
Yinuo Zou ◽  
HAOYANG CHEN ◽  
Chang Su
Keyword(s):  
Idiosyncratic Deals

Idiosyncratic deals: Coworkers as interested third parties.

2009 ◽  
Vol 94 (2) ◽  
pp. 547-556 ◽  
Author(s):  
Lei Lai ◽  
Denise M. Rousseau ◽  
Klarissa Ting Ting Chang
Keyword(s):  
Third Parties ◽  
Idiosyncratic Deals

Leader-member exchange as a linking pin in the idiosyncratic deals - Performance relationship in workgroups

2018 ◽  
Vol 29 (6) ◽  
pp. 698-708 ◽  
Author(s):  
Smriti Anand ◽  
Jia Hu ◽  
Prajya Vidyarthi ◽  
Robert C. Liden
Keyword(s):  
Leader Member Exchange ◽  
Idiosyncratic Deals ◽  
Member Exchange

Effects of coworker's idiosyncratic deals on witness's creative process engagement: roles of responsibility for change and perceived exploitative leadership

2021 ◽  
pp. 1-21
Author(s):  
Jie Huang ◽  
Chunyong Tang
Keyword(s):  
Creative Process ◽  
Psychological Contract ◽  
Positive Impact ◽  
Negative Effects ◽  
Idiosyncratic Deals ◽  
Psychological Contract Violation ◽  
Activation Theory ◽  
Trait Activation ◽  
Time Lagged ◽  
Contract Violation

Abstract Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.

Understanding versus Liking: Disability Dissimilarity as Predictor of Idiosyncratic Deals

2021 ◽  
Vol 2021 (1) ◽  
pp. 15862
Author(s):  
Miriam Karin Baumgaertner ◽  
Amit Jain ◽  
Christoph Breier
Keyword(s):  
Idiosyncratic Deals

Development idiosyncratic deals and career success

2016 ◽  
Vol 21 (1) ◽  
pp. 19-30 ◽  
Author(s):  
Sylvie Guerrero ◽  
Hélène Jeanblanc ◽  
Marisol Veilleux
Keyword(s):  
Career Success ◽  
Design Methodology ◽  
Career Planning ◽  
Hierarchical Level ◽  
Objective Measures ◽  
Idiosyncratic Deals ◽  
Content Type ◽  
Positive Effects ◽  
Antecedents And Consequences ◽  
Practical Implications

Purpose – The purpose of this paper is to rely on the sponsored-mobility perspective of career success (Turner, 1960) to explore the antecedents and consequences of development idiosyncratic deals (i-deals). The authors position career planning as an antecedent of development i-deals, and subjective and objective measures of career success as an outcome. Design/methodology/approach – The authors led a two-wave study among a sample of 325 engineers to test the research hypotheses. Findings – Results support the hypotheses. Development i-deals are positively related to three objective measures of career success (e.g. promotions, hierarchical level, and salary) and one subjective measure of career success (e.g. career satisfaction). Practical implications – The results offer new perspectives to practitioners who want to better manage the careers of their talented employees by highlighting the positive effects of development i-deals on career success. Originality/value – This paper relates i-deals to the field of careers.

Idiosyncratic deals and work‐to‐family conflict and enrichment: The mediating roles of fit perceptions and efficacy beliefs

2019 ◽  
Vol 29 (4) ◽  
pp. 600-619
Author(s):  
Peng Wang ◽  
Shuhong Wang ◽  
Xiang Yao ◽  
I‐Chieh Hsu ◽  
John Lawler
Keyword(s):  
Family Conflict ◽  
Efficacy Beliefs ◽  
Idiosyncratic Deals

scholarly journals Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

2019 ◽  
Vol 11 (24) ◽  
pp. 6933
Author(s):  
Esther Villajos ◽  
Núria Tordera ◽  
José M. Peiró
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Creative Performance ◽  
Idiosyncratic Deals ◽  
Mediating Role ◽  
Hr Practices ◽  
The Relationship

Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

Exploring the signaling function of idiosyncratic deals and their interaction

2015 ◽  
Vol 131 ◽  
pp. 149-161 ◽  
Author(s):  
Violet T. Ho ◽  
Dejun Tony Kong
Keyword(s):  
Idiosyncratic Deals ◽  
Signaling Function
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