Current Approaches, Typologies and Predictors of Deviant Work Behaviors: A Scoping Review of Reviews

This study provides a scoping review of the recent conceptual developments about the deviant work behavior and counterproductive work behavior constructs. It also examines the specific types of deviant work behavior that have been more consistently investigated in the last decade, and whether they cover the interpersonal or organizational type of deviant behavior. In addition, individual, group, and organizational predictors of deviant work behaviors are examined. A scoping review of reviews was conducted on Scopus and Web of Science databases and 54 studies published from 2010 to June 2021 were taken into account. Results show that more recent conceptualizations are based on well established models in the literature and consider the hierarchical structure of these two constructs. Recent reviews examine the relationships of deviant work behavior with job performance and ethical behavior constructs, the multilevel nature of deviant work behavior, and the consequences for the actor of the deviance. The specific types of deviant work behavior more frequently reviewed in the last decade are workplace abuse, incivility, ostracism, bullying and sexual harassment, and abusive and destructive leadership; this evidence suggests a much greater attention to interpersonal, rather than organizational, forms of deviant work behavior. Regarding antecedents, results show the continuing prevalence of personality factors antecedents. Limitations of the study and theoretical and practical implications for the field are also provided.

Innovators, Firms, and Markets

This book presents a theoretical, historical, and empirical account of the relationship between intellectual property (IP) rights, organizational type, and market structure. Patents expand transactional choice by enabling smaller research-and-development (R&D)-intensive firms to compete against larger firms that wield difficult-to-replicate financing, production, and distribution capacities. In particular, patents enable upstream firms that specialize in innovation to exchange informational assets with downstream firms that specialize in commercialization, lowering capital and technical requirements that might otherwise impede entry. These theoretical expectations track a novel organizational history of the U.S. patent system during 1890–2006. Periods of strong patent protection tend to support innovation ecosystems in which smaller innovators can monetize R&D through financing, licensing, and other relationships with funding and commercialization partners. Periods of weak patent protection tend to support innovation ecosystems in which innovation and commercialization mostly take place within the end-to-end structures of large integrated firms. The proposed link between IP rights and organizational type tracks evidence on historical and contemporary patterns in IP lobbying and advocacy activities. In general, larger and more integrated firms (outside pharmaceuticals) tend to advocate for weaker patents, while smaller and less integrated firms (and venture capitalists who back those firms) tend to advocate for stronger patents. Contrary to conventional assumptions, the economics, history, and politics of the U.S. patent system suggest that weak IP rights often shelter large incumbents from the entry threat posed by smaller R&D-specialist entities.

Urban Contexts and Immigrant Organizations: Differences in New York, El Paso, Paris, and Barcelona

This article compares immigrant and ethnic organizations in four major immigrant-receiving cities and reveals substantial variation across these immigrant gateway cities. Using data from ethnographic fieldwork and an original database of relevant organizations in New York City; El Paso, Texas; Paris; and Barcelona, I find differences in organizational type and density, as well as in their legitimacy and funding. This article contributes to a growing literature on immigrant organizations. Although immigrant organizations have a long history in some cities, they may not always operate in ways that enhance refugee and migrant integration. Comparing immigrant organizations is fruitful because it tells us more about city and national political systems and why distinct localities deal with cultural minorities differently. These comparisons can help the readers to understand the barriers and ladders that immigrants encounter in different cities and inform policy-makers in designing better approaches to incorporate immigrants.

The State-Owned Enterprise as an Identity: The Influence of Institutional Logics on Guanxi Behavior

ABSTRACTPrevious research has debated whether guanxi persists or declines with the development of formal institutions. This study addresses this debate by investigating how the development of formal institutions in China's state-owned organizations influences employees’ guanxi behavior. Building on institutional logics theory, I propose that guanxi behavior is a reaction to the socialist institutions adopted by state-owned enterprises (SOEs) and is associated with the collective identity of SOEs. Thus, employees’ identification with SOEs is the mechanism that influences their guanxi behavior. A survey of 721 employees from 12 organizations compared guanxi behavior across three types of organizations with different degrees of state ownership: SOEs, public firms, and joint ventures. The results showed that the employees of joint ventures identify less with SOEs and engage in less guanxi behaviors than do SOE employees. The employees of public firms still identify with SOEs, and their guanxi behavior did not differ from that of SOE employees. Identification with SOEs mediated the effect of organizational type on guanxi behavior, whereas formalization did not. Therefore, the development of formal institutions does not necessarily decrease guanxi behavior, and its effect depends on whether the collective identity underlying guanxi is changed. This study has important implications for guanxi research, institutional logics theory, and transition economies.

Quality of work life and Generation Y

Purpose The purpose of this paper is to examine how quality of work life (QWL) influences job satisfaction and to test if gender and organizational type moderate this relationship for Generation Y (Gen-Y). Design/methodology/approach Questionnaire data were collected from 328 Gen-Y employees in European hospitality businesses. Drawing on generational theory, social role theory and person–environment (P–E) fit theory, the authors discuss how gender and organizational types (i.e. independent vs corporate structures) moderate Gen-Y’s QWL–job satisfaction relationship. Findings The findings of the paper are as follows: first, gender and organizational type influence the QWL–job satisfaction relationship for Gen-Y. Second, job security does not change job satisfaction levels for female employees while high levels of job security negatively influence job satisfaction for male employees. Third, receiving appreciation at work increases job satisfaction for both women and men but, when receiving little appreciation at work, women remain more satisfied. Fourth, having opportunities to contribute to decisions positively affects Gen-Y’s job satisfaction. Fifth, having the right to say is more important in independent organizations, while the opportunity to realize an employee’s own potential leads to higher job satisfaction in corporate organizations. Originality/value The study contributes to the limited empirical scholarly research, adding to a deeper understanding of influencing factors of Gen-Y’s QWL–job satisfaction relationship.

Institutioner för ensamkommande barn

Residential care for unaccompanied minors. How can a growing and turbulent care market be understood?The number of unaccompanied minors arriving in Sweden has grown rapidly in recent years and the care of these children has become a significant part of the Swedish child welfare system. In this article, we discuss what has happened to the residential care market (known as HVB for short) in which most of these children are placed by the municipal social services. The specific questions we seek to illuminate are: Which type of residential care actors have expanded their operations? Have new actors entered the residential care market for unaccompanied minors? How can we understand changes in the residential care market in the current situation? The study is based upon the Health and Social Care Inspectorate’s registry of all licensed residential care units in Sweden. We compare data for all residential care units that targeted unaccompanied minors in 2014 with an updated register from March 2016. The residential care units are categorized based on organizational type (municipal, large and small private companies, municipal entrepreneurs, and non-profit organizations) and the article illustrates the composition of organizational type. The results show that despite the growing need for residential care for unaccompanied minors, the composition of organizational type has not changed significantly since 2014. However, the number of beds for unaccompanied minors is higher than for traditional HVBs, and it has increased between 2014 and 2016. The study also indicates that the composition of residential care for unaccompanied minors differs from the residential care market for other groups of children and young people.

Managing a University in Turbulent Times

Universities are a distinct organizational type, evolved for a particular set of purposes and resting essentially on the allocation of influence to scholars, within a supporting administrative system. This traditional structure is now threatened by forces that have risen on a wave of global demand never before experienced. University management is now under severe pressure to reconcile the earlier rationale with the recent pressures. This is an under-researched managerial challenge. To address it lessons are drawn from a general theory of executive duty in large complex organizations undergoing change. At the core of this is the problem of retaining willing cooperation with the organization’s purposes by its key members. A current partial response to this challenge is reported. Certain more universal lessons about moral legitimacy and executive authority within strategic management are also drawn.