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Views</span></p><p class="data"><span class="js-profile-view-count"></span></p></div></span></div><div class="ri-section"><div class="ri-section-header"><span>Interests</span></div><div class="ri-tags-container"><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="52623042" href="https://www.academia.edu/Documents/in/Boolean_Satisfiability"><div id="js-react-on-rails-context" style="display:none" data-rails-context="{"inMailer":false,"i18nLocale":"en","i18nDefaultLocale":"en","href":"https://independent.academia.edu/StephenTeo3","location":"/StephenTeo3","scheme":"https","host":"independent.academia.edu","port":null,"pathname":"/StephenTeo3","search":null,"httpAcceptLanguage":null,"serverSide":false}"></div> <div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Boolean Satisfiability"]}" data-trace="false" data-dom-id="Pill-react-component-cb68d8a9-4cc4-4af0-8e4b-cc195093bcc7"></div> <div id="Pill-react-component-cb68d8a9-4cc4-4af0-8e4b-cc195093bcc7"></div> </a><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="52623042" href="https://www.academia.edu/Documents/in/Private_Sector"><div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Private Sector"]}" data-trace="false" data-dom-id="Pill-react-component-8ae4526a-73af-410b-b83b-0c979a020bf9"></div> <div id="Pill-react-component-8ae4526a-73af-410b-b83b-0c979a020bf9"></div> </a><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="52623042" href="https://www.academia.edu/Documents/in/Civil_Infrastructure_Asset_Management"><div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Civil Infrastructure Asset 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data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074251/Stressors_and_effectiveness_of_coping_strategies_in_nursing_A_cross_lag_analysis"><img alt="Research paper thumbnail of Stressors and effectiveness of coping strategies in nursing: A cross lag analysis" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074251/Stressors_and_effectiveness_of_coping_strategies_in_nursing_A_cross_lag_analysis">Stressors and effectiveness of coping strategies in nursing: A cross lag analysis</a></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074251"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074251"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074251; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074251]").text(description); $(".js-view-count[data-work-id=28074251]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074251; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074251']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074251, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher 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data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074250/Policing_Emotional_Intelligence_and_Turnover_Intentions"><img alt="Research paper thumbnail of Policing, Emotional Intelligence and Turnover Intentions" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074250/Policing_Emotional_Intelligence_and_Turnover_Intentions">Policing, Emotional Intelligence and Turnover Intentions</a></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" 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href="https://www.academia.edu/28074249/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition"><img alt="Research paper thumbnail of From bureaucratic to post-bureaucratic: the difficulties of transition" class="work-thumbnail" src="https://attachments.academia-assets.com/48388811/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074249/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition">From bureaucratic to post-bureaucratic: the difficulties of transition</a></div><div class="wp-workCard_item"><span>J Organ Change Manage</span><span>, 2006</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="a15734713a2616fd577825b9191e756c" class="wp-workCard--action" rel="nofollow" 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074249]").text(description); $(".js-view-count[data-work-id=28074249]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074249; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074249']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074249, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "a15734713a2616fd577825b9191e756c" } } $('.js-work-strip[data-work-id=28074249]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074249,"title":"From bureaucratic to post-bureaucratic: the difficulties of transition","translated_title":"","metadata":{"grobid_abstract":"Purpose -Modern bureaucracies are under reconstruction, bureaucracy being no longer \"modern\"; they are becoming \"post\" bureaucratic. Defining the post-bureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach -The paper describes the case of an Australian public sector agency, subject to \"corporatization\" -a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings -A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the \"stickiness of identity\" and the difficulties associated with network development. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074244"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074244/Sustainability_at_work_Readings_cases_and_policy"><img alt="Research paper thumbnail of Sustainability at work: Readings, cases and policy" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074244/Sustainability_at_work_Readings_cases_and_policy">Sustainability at work: Readings, cases and policy</a></div><div class="wp-workCard_item wp-workCard--coauthors"><span>by </span><span><a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/StephenTeo3">Stephen Teo</a>, <a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/DexterDunphy">Dexter Dunphy</a>, and <a class="" data-click-track="profile-work-strip-authors" href="https://uts.academia.edu/SuzanneBenn">Suzanne Benn</a></span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In the words of leading ecologist Tim Flannery, we have become the &#x27;furture eaters&#x27;, li...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In the words of leading ecologist Tim Flannery, we have become the &#x27;furture eaters&#x27;, living beyond the earth&#x27;s ability to replace the resources we consume. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074242"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074242/Emotional_intelligence_job_satisfaction_well_being_and_engagement_explaining_organisational_commitment_and_turnover_intentions_in_policing"><img alt="Research paper thumbnail of Emotional intelligence, job satisfaction, well‐being and engagement: explaining organisational commitment and turnover intentions in policing" class="work-thumbnail" src="https://attachments.academia-assets.com/48388818/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074242/Emotional_intelligence_job_satisfaction_well_being_and_engagement_explaining_organisational_commitment_and_turnover_intentions_in_policing">Emotional intelligence, job satisfaction, well‐being and engagement: explaining organisational commitment and turnover intentions in policing</a></div><div class="wp-workCard_item"><span>Human Resource Management Journal</span><span>, Nov 1, 2012</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="1fcf11eda51ee8d89a9358e26c663f4c" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388818,"asset_id":28074242,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388818/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074242"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074242"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074242; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074242]").text(description); $(".js-view-count[data-work-id=28074242]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074242; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074242']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074242, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074241"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms"><img alt="Research paper thumbnail of Strategic human resource management and knowledge workers : a case study of professional service firms" class="work-thumbnail" src="https://attachments.academia-assets.com/48388803/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms">Strategic human resource management and knowledge workers : a case study of professional service firms</a></div><div class="wp-workCard_item wp-workCard--coauthors"><span>by </span><span><a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/StephenTeo3">Stephen Teo</a> and <a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/BhaviniLakhani">Bhavini Lakhani</a></span></div><div class="wp-workCard_item"><span>Management Research News</span><span>, 2015</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="a1556f1900efc9798a5a22cb74348035" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388803,"asset_id":28074241,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388803/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074241"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074241"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074241; 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dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "a1556f1900efc9798a5a22cb74348035" } } $('.js-work-strip[data-work-id=28074241]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074241,"title":"Strategic human resource management and knowledge workers : a case study of professional service firms","translated_title":"","metadata":{"grobid_abstract":"Purpose -The purpose of this paper is to examine the impact of adopting a strategic approach to human resource management (HRM) in professional service firms (PSFs). It provides the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PSFs. Design/methodology/approach -A qualitative case study approach is adopted. Data were collected from multiple sources. The secondary sources comprised annual reports, press releases and industry reports. In total, 40 semi-structured interviews were conducted with senior partners, professional staff, HR managers and ex-employees of the two firms. Findings -The findings suggest that differences in the performance of PSFs could be explained by organizational control systems such as personnel and cultural controls. The qualitative data generated by the two PSF cases provided evidence to support the notion that strategic human resource management is an important factor in explaining firm performance. Our findings provide empirical support for the importance of strategic approaches to HRM. Research limitations/implications -One limitation of this study is the adoption of case study method, the findings of which cannot be generalized to a wider population. Thus, the study provides only a limited body of accumulated knowledge. Future studies could adopt a longitudinal research design to test the relationships between HRM systems, control systems and firm performance. Practical implications -To be competitive, PSFs must restructure their HRM functions to allow the department to participate in strategic decision-making. HR departments in firms should also incorporate cultural and personnel controls as a way to achieve higher levels of firm performance. Originality/value -The paper provides empirical evidence of how PSFs use HRM as a component of success.","publication_date":{"day":null,"month":null,"year":2015,"errors":{}},"publication_name":"Management Research News","grobid_abstract_attachment_id":48388803},"translated_abstract":null,"internal_url":"https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms","translated_internal_url":"","created_at":"2016-08-28T14:06:53.298-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801729,"work_id":28074241,"tagging_user_id":52623042,"tagged_user_id":52636648,"co_author_invite_id":5304471,"email":"b***l@hotmail.com","display_order":0,"name":"Bhavini Lakhani","title":"Strategic human resource management and knowledge workers : a case study of professional service 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Management","url":"https://www.academia.edu/Documents/in/Business_and_Management"},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology"},{"id":169820,"name":"Professional Services","url":"https://www.academia.edu/Documents/in/Professional_Services"},{"id":356201,"name":"Qualitative Data","url":"https://www.academia.edu/Documents/in/Qualitative_Data"},{"id":393134,"name":"Empirical evidence","url":"https://www.academia.edu/Documents/in/Empirical_evidence"},{"id":607960,"name":"Knowledge Worker","url":"https://www.academia.edu/Documents/in/Knowledge_Worker"},{"id":1007194,"name":"Annual Report","url":"https://www.academia.edu/Documents/in/Annual_Report"},{"id":2428226,"name":"Cultural Control","url":"https://www.academia.edu/Documents/in/Cultural_Control"}],"urls":[{"id":7489019,"url":"http://handle.uws.edu.au:8081/1959.7/45989"}]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074240"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074240/Generic_skills_development_and_satisfaction_with_groupwork_among_business_students"><img alt="Research paper thumbnail of Generic skills development and satisfaction with groupwork among business students" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074240/Generic_skills_development_and_satisfaction_with_groupwork_among_business_students">Generic skills development and satisfaction with groupwork among business students</a></div><div class="wp-workCard_item"><span>Education + Training</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positiv...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. Originality/value – The study provides empirical evidence supporting the incorporation of generic skill teaching into academic practice prior to assigning groupwork to students.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074240"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074240"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074240; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074240]").text(description); $(".js-view-count[data-work-id=28074240]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074240; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074240']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074240, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074240]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074240,"title":"Generic skills development and satisfaction with groupwork among business students","translated_title":"","metadata":{"abstract":"ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. Originality/value – The study provides empirical evidence supporting the incorporation of generic skill teaching into academic practice prior to assigning groupwork to students.","publication_date":{"day":null,"month":null,"year":2012,"errors":{}},"publication_name":"Education + Training"},"translated_abstract":"ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. Originality/value – The study provides empirical evidence supporting the incorporation of generic skill teaching into academic practice prior to assigning groupwork to students.","internal_url":"https://www.academia.edu/28074240/Generic_skills_development_and_satisfaction_with_groupwork_among_business_students","translated_internal_url":"","created_at":"2016-08-28T14:06:53.184-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801735,"work_id":28074240,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304477,"email":"n***l@uwa.edu.au","display_order":0,"name":"Naomi Segal","title":"Generic skills development and satisfaction with groupwork among business students"},{"id":23801736,"work_id":28074240,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304478,"email":"a***n@altc.edu.au","display_order":4194304,"name":"Adam Morgan","title":"Generic skills development and satisfaction with groupwork among business students"},{"id":23801737,"work_id":28074240,"tagging_user_id":52623042,"tagged_user_id":927869,"co_author_invite_id":null,"email":"P***r@uts.edu.au","affiliation":"University of Technology Sydney","display_order":6291456,"name":"Peter Kandlbinder","title":"Generic skills development and satisfaction with groupwork among business students"}],"downloadable_attachments":[],"slug":"Generic_skills_development_and_satisfaction_with_groupwork_among_business_students","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education"},{"id":60361,"name":"Teamwork","url":"https://www.academia.edu/Documents/in/Teamwork"},{"id":814621,"name":"Education Training","url":"https://www.academia.edu/Documents/in/Education_Training-1"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074239"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074239/Transmission_of_influenza_A_in_families"><img alt="Research paper thumbnail of Transmission of influenza A in families" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074239/Transmission_of_influenza_A_in_families">Transmission of influenza A in families</a></div><div class="wp-workCard_item"><span>The Pediatric infectious disease journal</span><span>, 2007</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">We conducted a prospective, nested study using nucleotide sequencing to examine influenza positiv...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">We conducted a prospective, nested study using nucleotide sequencing to examine influenza positive respiratory samples in families for genetic homology in the hemagglutinin and neuraminidase genes. Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074239"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074239"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074239; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074239]").text(description); $(".js-view-count[data-work-id=28074239]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074239; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074239']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074239, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074239]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074239,"title":"Transmission of influenza A in families","translated_title":"","metadata":{"abstract":"We conducted a prospective, nested study using nucleotide sequencing to examine influenza positive respiratory samples in families for genetic homology in the hemagglutinin and neuraminidase genes. Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.","publication_date":{"day":null,"month":null,"year":2007,"errors":{}},"publication_name":"The Pediatric infectious disease journal"},"translated_abstract":"We conducted a prospective, nested study using nucleotide sequencing to examine influenza positive respiratory samples in families for genetic homology in the hemagglutinin and neuraminidase genes. Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.","internal_url":"https://www.academia.edu/28074239/Transmission_of_influenza_A_in_families","translated_internal_url":"","created_at":"2016-08-28T14:06:53.069-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801721,"work_id":28074239,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304469,"email":"c***n@ggc.scot.nhs.uk","display_order":0,"name":"Celia Aitken","title":"Transmission of influenza A in families"}],"downloadable_attachments":[],"slug":"Transmission_of_influenza_A_in_families","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":6574,"name":"Family","url":"https://www.academia.edu/Documents/in/Family"},{"id":43665,"name":"Molecular Epidemiology","url":"https://www.academia.edu/Documents/in/Molecular_Epidemiology"},{"id":54433,"name":"Phylogeny","url":"https://www.academia.edu/Documents/in/Phylogeny"},{"id":76677,"name":"influenza A","url":"https://www.academia.edu/Documents/in/influenza_A"},{"id":2489700,"name":"Child preschool","url":"https://www.academia.edu/Documents/in/Child_preschool"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074238"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England"><img alt="Research paper thumbnail of Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England">Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England</a></div><div class="wp-workCard_item"><span>Journal of Nursing Management</span><span>, 2014</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">To examine the relationships between leader-member exchange (LMX), workplace learning options (te...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074238"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074238"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074238; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074238]").text(description); $(".js-view-count[data-work-id=28074238]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074238; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074238']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074238, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074238]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074238,"title":"Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England","translated_title":"","metadata":{"abstract":"To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.","publication_date":{"day":null,"month":null,"year":2014,"errors":{}},"publication_name":"Journal of Nursing Management"},"translated_abstract":"To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.","internal_url":"https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England","translated_internal_url":"","created_at":"2016-08-28T14:06:52.919-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801687,"work_id":28074238,"tagging_user_id":52623042,"tagged_user_id":30810504,"co_author_invite_id":5304451,"email":"k***k@griffith.edu.au","display_order":0,"name":"Kate Shacklock","title":"Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England"}],"downloadable_attachments":[],"slug":"Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":588,"name":"Nursing","url":"https://www.academia.edu/Documents/in/Nursing"},{"id":8470,"name":"Empowerment","url":"https://www.academia.edu/Documents/in/Empowerment"},{"id":19236,"name":"Comparative Research","url":"https://www.academia.edu/Documents/in/Comparative_Research"},{"id":52970,"name":"Nursing Management","url":"https://www.academia.edu/Documents/in/Nursing_Management"}],"urls":[]}, dispatcherData: dispatcherData }); 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The notion of organizational resilience has only recently taken root in the human resource literature. However, diverse perspectives and definitions have impeded the utility of this construct for organizational research and practice. In this study, we conducted three analysis utilizing content analysis with Leximancer software to examine how organizational resilience has been conceptualized in the social sciences literature and examine its implications for human resource management. Our analysis suggests that organizational resilience is linked with understanding process and capabilities of the organization in order to respond to uncertain and potentially disruptive crises and events. Implications for theory and practice are discussed.","publication_date":{"day":null,"month":null,"year":2000,"errors":{}},"publication_name":"PsycEXTRA Dataset","grobid_abstract_attachment_id":48388808},"translated_abstract":null,"internal_url":"https://www.academia.edu/28074237/Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice","translated_internal_url":"","created_at":"2016-08-28T14:06:52.761-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801739,"work_id":28074237,"tagging_user_id":52623042,"tagged_user_id":52636074,"co_author_invite_id":5304479,"email":"m***o@aut.ac.nz","affiliation":"Auckland University of Technology","display_order":0,"name":"Marcus Ho","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808647,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":30473756,"co_author_invite_id":null,"email":"t***y@aut.ac.nz","affiliation":"Auckland University of Technology","display_order":4194304,"name":"Tim Bentley","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808653,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":null,"co_author_invite_id":5306046,"email":"p***n@gsb.curtin.edu.au","display_order":6291456,"name":"Peter Galvin","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808656,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":null,"co_author_invite_id":5306047,"email":"m***e@aut.ac.nz","display_order":7340032,"name":"Martielouise Verreynne","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"}],"downloadable_attachments":[{"id":48388808,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388808/thumbnails/1.jpg","file_name":"Organizational_resilience_and_the_challe20160828-12425-1hbq44r.pdf","download_url":"https://www.academia.edu/attachments/48388808/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"Organizational_resilience_and_the_challe.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388808/Organizational_resilience_and_the_challe20160828-12425-1hbq44r-libre.pdf?1472418867=\u0026response-content-disposition=attachment%3B+filename%3DOrganizational_resilience_and_the_challe.pdf\u0026Expires=1732773984\u0026Signature=dSqnE5YpMMt8Ww3z5R9pn5z8AVX-PuunFogLZNkloEQHn3uELUUw0jDiexQyBjjXmLlb2A86f8gEnDGkKl6bztXywLTQ~oTkQ5hIkNZ3D0uOuB3994cCB37pxOhbz22Fczm6I2vzb8CY9nnNDOGmLnGCMadkFxPK04h6qiyxbA5~d1PBCcL2eYxraGi7iKIuuzzvyg~nDMmqJBDjeAUINum3edANF5Ppc24Vad4pFKDMEOzxzjfspaOfgaxTygrj0VTOe9YZVeihwMOT-C5Z~bc19TorJ55h~FwapVCdYEJQSXJfI7u-Via2kyx5dBs8TnpYdJu6qMtHdHqloVvUXQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"slug":"Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice","translated_slug":"","page_count":8,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[{"id":48388808,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388808/thumbnails/1.jpg","file_name":"Organizational_resilience_and_the_challe20160828-12425-1hbq44r.pdf","download_url":"https://www.academia.edu/attachments/48388808/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"Organizational_resilience_and_the_challe.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388808/Organizational_resilience_and_the_challe20160828-12425-1hbq44r-libre.pdf?1472418867=\u0026response-content-disposition=attachment%3B+filename%3DOrganizational_resilience_and_the_challe.pdf\u0026Expires=1732773984\u0026Signature=dSqnE5YpMMt8Ww3z5R9pn5z8AVX-PuunFogLZNkloEQHn3uELUUw0jDiexQyBjjXmLlb2A86f8gEnDGkKl6bztXywLTQ~oTkQ5hIkNZ3D0uOuB3994cCB37pxOhbz22Fczm6I2vzb8CY9nnNDOGmLnGCMadkFxPK04h6qiyxbA5~d1PBCcL2eYxraGi7iKIuuzzvyg~nDMmqJBDjeAUINum3edANF5Ppc24Vad4pFKDMEOzxzjfspaOfgaxTygrj0VTOe9YZVeihwMOT-C5Z~bc19TorJ55h~FwapVCdYEJQSXJfI7u-Via2kyx5dBs8TnpYdJu6qMtHdHqloVvUXQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"research_interests":[],"urls":[]}, dispatcherData: dispatcherData }); 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It provides the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PSFs. Design/methodology/approach -A qualitative case study approach is adopted. Data were collected from multiple sources. The secondary sources comprised annual reports, press releases and industry reports. In total, 40 semi-structured interviews were conducted with senior partners, professional staff, HR managers and ex-employees of the two firms. Findings -The findings suggest that differences in the performance of PSFs could be explained by organizational control systems such as personnel and cultural controls. The qualitative data generated by the two PSF cases provided evidence to support the notion that strategic human resource management is an important factor in explaining firm performance. Our findings provide empirical support for the importance of strategic approaches to HRM. 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$a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074233"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074233/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition"><img alt="Research paper thumbnail of From bureaucratic to post-bureaucratic: the difficulties of transition" class="work-thumbnail" src="https://attachments.academia-assets.com/48388806/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074233/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition">From bureaucratic to post-bureaucratic: the difficulties of transition</a></div><div class="wp-workCard_item"><span>Journal of Organizational Change Management</span><span>, 2006</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="91329df25829339bc45734fac3db0695" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388806,"asset_id":28074233,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388806/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074233"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074233"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074233; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074233]").text(description); $(".js-view-count[data-work-id=28074233]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074233; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074233']"); 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$('.js-work-strip[data-work-id=28074233]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074233,"title":"From bureaucratic to post-bureaucratic: the difficulties of transition","translated_title":"","metadata":{"grobid_abstract":"Purpose -Modern bureaucracies are under reconstruction, bureaucracy being no longer \"modern\"; they are becoming \"post\" bureaucratic. Defining the post-bureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach -The paper describes the case of an Australian public sector agency, subject to \"corporatization\" -a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings -A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the \"stickiness of identity\" and the difficulties associated with network development. Originality/value -The paper outlines the difficulties experienced in the putative \"refurbishment\" of a large public sector agency as it made its way to \"corporatization\".","publication_date":{"day":null,"month":null,"year":2006,"errors":{}},"publication_name":"Journal of Organizational Change Management","grobid_abstract_attachment_id":48388806},"translated_abstract":null,"internal_url":"https://www.academia.edu/28074233/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition","translated_internal_url":"","created_at":"2016-08-28T14:06:52.276-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801702,"work_id":28074233,"tagging_user_id":52623042,"tagged_user_id":42592472,"co_author_invite_id":5304459,"email":"e***d@uts.edu.au","display_order":0,"name":"Emmanuel Josserand","title":"From bureaucratic to post-bureaucratic: the difficulties of transition"}],"downloadable_attachments":[{"id":48388806,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388806/thumbnails/1.jpg","file_name":"From_Bureaucratic_to_Post-Bureaucratic_T20160828-18473-1xb5hh3.pdf","download_url":"https://www.academia.edu/attachments/48388806/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"From_bureaucratic_to_post_bureaucratic_t.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388806/From_Bureaucratic_to_Post-Bureaucratic_T20160828-18473-1xb5hh3-libre.pdf?1472418866=\u0026response-content-disposition=attachment%3B+filename%3DFrom_bureaucratic_to_post_bureaucratic_t.pdf\u0026Expires=1732773984\u0026Signature=YOoDZ8d5pOScmLgTh8KzR6qD9n3VgEkh3Myc8saTOGd4YGWORaNbAASWOoJustERkL3z4yP2eQom7k3Dcq4XGRneuOKFhUrjem6P9P3yQFod5iNbufLKBoRWXG1NuF0B8NNVi62HqVk3rrksKZN352tZ~KQ0lIT3UQXR16M3Ied-qQIFOywE-eYexTjQbBVH-E16viKRkO1pCLoZ04utsqFkZ8BwQyWJTi6k9mkAqPnL3ck4tpFhaCYoSc48sPDazl7wh8V7oj5NGsso5t3Nf1STObX-SKZ3V-rjzF2OlmF6VW9WjVQK53JrvBvNLYsueNCVOCji9syBBwmwpvXsPA__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"slug":"From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition","translated_slug":"","page_count":11,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[{"id":48388806,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388806/thumbnails/1.jpg","file_name":"From_Bureaucratic_to_Post-Bureaucratic_T20160828-18473-1xb5hh3.pdf","download_url":"https://www.academia.edu/attachments/48388806/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"From_bureaucratic_to_post_bureaucratic_t.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388806/From_Bureaucratic_to_Post-Bureaucratic_T20160828-18473-1xb5hh3-libre.pdf?1472418866=\u0026response-content-disposition=attachment%3B+filename%3DFrom_bureaucratic_to_post_bureaucratic_t.pdf\u0026Expires=1732773984\u0026Signature=YOoDZ8d5pOScmLgTh8KzR6qD9n3VgEkh3Myc8saTOGd4YGWORaNbAASWOoJustERkL3z4yP2eQom7k3Dcq4XGRneuOKFhUrjem6P9P3yQFod5iNbufLKBoRWXG1NuF0B8NNVi62HqVk3rrksKZN352tZ~KQ0lIT3UQXR16M3Ied-qQIFOywE-eYexTjQbBVH-E16viKRkO1pCLoZ04utsqFkZ8BwQyWJTi6k9mkAqPnL3ck4tpFhaCYoSc48sPDazl7wh8V7oj5NGsso5t3Nf1STObX-SKZ3V-rjzF2OlmF6VW9WjVQK53JrvBvNLYsueNCVOCji9syBBwmwpvXsPA__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing"},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change"},{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management"},{"id":78388,"name":"Bureaucracy","url":"https://www.academia.edu/Documents/in/Bureaucracy"},{"id":120441,"name":"Organizational","url":"https://www.academia.edu/Documents/in/Organizational"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology"},{"id":163028,"name":"Personnel Management","url":"https://www.academia.edu/Documents/in/Personnel_Management"},{"id":374063,"name":"Organizational Change management","url":"https://www.academia.edu/Documents/in/Organizational_Change_management"},{"id":1227819,"name":"Public Sector Organizations","url":"https://www.academia.edu/Documents/in/Public_Sector_Organizations"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074232"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies"><img alt="Research paper thumbnail of Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies">Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies</a></div><div class="wp-workCard_item"><span>Journal of Nursing Management</span><span>, 2013</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">To examine the mediating effect of coping strategies on the consequences of nursing and non-nursi...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074232"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074232"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074232; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074232]").text(description); $(".js-view-count[data-work-id=28074232]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074232; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074232']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074232, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074232]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074232,"title":"Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies","translated_title":"","metadata":{"abstract":"To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.","publication_date":{"day":null,"month":null,"year":2013,"errors":{}},"publication_name":"Journal of Nursing Management"},"translated_abstract":"To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.","internal_url":"https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies","translated_internal_url":"","created_at":"2016-08-28T14:06:52.165-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801722,"work_id":28074232,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304470,"email":"y***r@gmail.com","display_order":0,"name":"Esther Chang","title":"Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies"}],"downloadable_attachments":[],"slug":"Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":588,"name":"Nursing","url":"https://www.academia.edu/Documents/in/Nursing"},{"id":6697,"name":"Australia","url":"https://www.academia.edu/Documents/in/Australia"},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction"},{"id":52970,"name":"Nursing Management","url":"https://www.academia.edu/Documents/in/Nursing_Management"},{"id":458190,"name":"Organizational Innovation","url":"https://www.academia.edu/Documents/in/Organizational_Innovation"}],"urls":[]}, dispatcherData: dispatcherData }); 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Defining the post-bureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach -The paper describes the case of an Australian public sector agency, subject to \"corporatization\" -a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings -A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the \"stickiness of identity\" and the difficulties associated with network development. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074244"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074244/Sustainability_at_work_Readings_cases_and_policy"><img alt="Research paper thumbnail of Sustainability at work: Readings, cases and policy" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074244/Sustainability_at_work_Readings_cases_and_policy">Sustainability at work: Readings, cases and policy</a></div><div class="wp-workCard_item wp-workCard--coauthors"><span>by </span><span><a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/StephenTeo3">Stephen Teo</a>, <a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/DexterDunphy">Dexter Dunphy</a>, and <a class="" data-click-track="profile-work-strip-authors" href="https://uts.academia.edu/SuzanneBenn">Suzanne Benn</a></span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">In the words of leading ecologist Tim Flannery, we have become the &#x27;furture eaters&#x27;, li...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In the words of leading ecologist Tim Flannery, we have become the &#x27;furture eaters&#x27;, living beyond the earth&#x27;s ability to replace the resources we consume. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074242"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074242/Emotional_intelligence_job_satisfaction_well_being_and_engagement_explaining_organisational_commitment_and_turnover_intentions_in_policing"><img alt="Research paper thumbnail of Emotional intelligence, job satisfaction, well‐being and engagement: explaining organisational commitment and turnover intentions in policing" class="work-thumbnail" src="https://attachments.academia-assets.com/48388818/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074242/Emotional_intelligence_job_satisfaction_well_being_and_engagement_explaining_organisational_commitment_and_turnover_intentions_in_policing">Emotional intelligence, job satisfaction, well‐being and engagement: explaining organisational commitment and turnover intentions in policing</a></div><div class="wp-workCard_item"><span>Human Resource Management Journal</span><span>, Nov 1, 2012</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="1fcf11eda51ee8d89a9358e26c663f4c" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388818,"asset_id":28074242,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388818/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074242"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074242"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074242; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074242]").text(description); $(".js-view-count[data-work-id=28074242]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074242; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074242']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074242, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); 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Survey responses from 193 police officers in Australia were analysed using partial least squares path modelling. As predicted, emotional intelligence leads to job satisfaction and well-being, with positive path relationships leading to employee engagement and organisational commitment, thereby affecting turnover intentions. Organisational commitment was found to partially mediate the causal relationship between employee engagement and turnover intentions. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074241"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms"><img alt="Research paper thumbnail of Strategic human resource management and knowledge workers : a case study of professional service firms" class="work-thumbnail" src="https://attachments.academia-assets.com/48388803/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms">Strategic human resource management and knowledge workers : a case study of professional service firms</a></div><div class="wp-workCard_item wp-workCard--coauthors"><span>by </span><span><a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/StephenTeo3">Stephen Teo</a> and <a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/BhaviniLakhani">Bhavini Lakhani</a></span></div><div class="wp-workCard_item"><span>Management Research News</span><span>, 2015</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="a1556f1900efc9798a5a22cb74348035" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388803,"asset_id":28074241,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388803/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074241"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074241"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074241; 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It provides the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PSFs. Design/methodology/approach -A qualitative case study approach is adopted. Data were collected from multiple sources. The secondary sources comprised annual reports, press releases and industry reports. In total, 40 semi-structured interviews were conducted with senior partners, professional staff, HR managers and ex-employees of the two firms. Findings -The findings suggest that differences in the performance of PSFs could be explained by organizational control systems such as personnel and cultural controls. The qualitative data generated by the two PSF cases provided evidence to support the notion that strategic human resource management is an important factor in explaining firm performance. Our findings provide empirical support for the importance of strategic approaches to HRM. Research limitations/implications -One limitation of this study is the adoption of case study method, the findings of which cannot be generalized to a wider population. Thus, the study provides only a limited body of accumulated knowledge. Future studies could adopt a longitudinal research design to test the relationships between HRM systems, control systems and firm performance. Practical implications -To be competitive, PSFs must restructure their HRM functions to allow the department to participate in strategic decision-making. HR departments in firms should also incorporate cultural and personnel controls as a way to achieve higher levels of firm performance. Originality/value -The paper provides empirical evidence of how PSFs use HRM as a component of success.","publication_date":{"day":null,"month":null,"year":2015,"errors":{}},"publication_name":"Management Research News","grobid_abstract_attachment_id":48388803},"translated_abstract":null,"internal_url":"https://www.academia.edu/28074241/Strategic_human_resource_management_and_knowledge_workers_a_case_study_of_professional_service_firms","translated_internal_url":"","created_at":"2016-08-28T14:06:53.298-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801729,"work_id":28074241,"tagging_user_id":52623042,"tagged_user_id":52636648,"co_author_invite_id":5304471,"email":"b***l@hotmail.com","display_order":0,"name":"Bhavini Lakhani","title":"Strategic human resource management and knowledge workers : a case study of professional service 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dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074240"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074240/Generic_skills_development_and_satisfaction_with_groupwork_among_business_students"><img alt="Research paper thumbnail of Generic skills development and satisfaction with groupwork among business students" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074240/Generic_skills_development_and_satisfaction_with_groupwork_among_business_students">Generic skills development and satisfaction with groupwork among business students</a></div><div class="wp-workCard_item"><span>Education + Training</span><span>, 2012</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positiv...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. Originality/value – The study provides empirical evidence supporting the incorporation of generic skill teaching into academic practice prior to assigning groupwork to students.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074240"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074240"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074240; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074240]").text(description); $(".js-view-count[data-work-id=28074240]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074240; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074240']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074240, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074240]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074240,"title":"Generic skills development and satisfaction with groupwork among business students","translated_title":"","metadata":{"abstract":"ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. Originality/value – The study provides empirical evidence supporting the incorporation of generic skill teaching into academic practice prior to assigning groupwork to students.","publication_date":{"day":null,"month":null,"year":2012,"errors":{}},"publication_name":"Education + Training"},"translated_abstract":"ABSTRACT Purpose – The purpose of this study is to examine variables explaining students’ positive and negative experiences of groupwork and connect country of residence with the perception of generic skills development and self-reported satisfaction with groupwork. It also aims to examine the effect of prior training in groups from the perspective of Australian and Non-Australian permanent residency Business students. Design/methodology/approach – Respondents were 389 undergraduate and postgraduate Business students at an Australian metropolitan university. A path model was developed and analysed using partial least squares modeling. Findings – Students’ country of residence had a significant influence on reporting of generic skill development and experience of groupwork. Self-reported improvement in generic skills after groupwork assessment was associated with reporting of fewer negative and more positive aspects of working in groups. Research limitations/implications – The findings were limited by using data collected from students enrolled in one undergraduate and one postgraduate subject at the conclusion of a group assignment from one university. Future research should test the model by extending it to other universities and non-Business units. Future research should rely on a longitudinal design, where the survey is carried out at the beginning and the end of the group assessment. Practical implications – It is important to ensure both domestic and international students acquire generic skills through groupwork and that prior training in groupwork takes place before group assessments. 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Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074239"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074239"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074239; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074239]").text(description); $(".js-view-count[data-work-id=28074239]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074239; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074239']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074239, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074239]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074239,"title":"Transmission of influenza A in families","translated_title":"","metadata":{"abstract":"We conducted a prospective, nested study using nucleotide sequencing to examine influenza positive respiratory samples in families for genetic homology in the hemagglutinin and neuraminidase genes. Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.","publication_date":{"day":null,"month":null,"year":2007,"errors":{}},"publication_name":"The Pediatric infectious disease journal"},"translated_abstract":"We conducted a prospective, nested study using nucleotide sequencing to examine influenza positive respiratory samples in families for genetic homology in the hemagglutinin and neuraminidase genes. Influenza A H3N2 viruses from 3 families had identical, family specific, HA1 nucleotide sequences. Sequences among these families were genetically heterogeneous. A 4th family was distinguished by sequencing of the influenza neuraminidase gene.","internal_url":"https://www.academia.edu/28074239/Transmission_of_influenza_A_in_families","translated_internal_url":"","created_at":"2016-08-28T14:06:53.069-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801721,"work_id":28074239,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304469,"email":"c***n@ggc.scot.nhs.uk","display_order":0,"name":"Celia Aitken","title":"Transmission of influenza A in families"}],"downloadable_attachments":[],"slug":"Transmission_of_influenza_A_in_families","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":6574,"name":"Family","url":"https://www.academia.edu/Documents/in/Family"},{"id":43665,"name":"Molecular Epidemiology","url":"https://www.academia.edu/Documents/in/Molecular_Epidemiology"},{"id":54433,"name":"Phylogeny","url":"https://www.academia.edu/Documents/in/Phylogeny"},{"id":76677,"name":"influenza A","url":"https://www.academia.edu/Documents/in/influenza_A"},{"id":2489700,"name":"Child preschool","url":"https://www.academia.edu/Documents/in/Child_preschool"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074238"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England"><img alt="Research paper thumbnail of Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England">Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England</a></div><div class="wp-workCard_item"><span>Journal of Nursing Management</span><span>, 2014</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">To examine the relationships between leader-member exchange (LMX), workplace learning options (te...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074238"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074238"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074238; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074238]").text(description); $(".js-view-count[data-work-id=28074238]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074238; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074238']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074238, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074238]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074238,"title":"Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England","translated_title":"","metadata":{"abstract":"To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.","publication_date":{"day":null,"month":null,"year":2014,"errors":{}},"publication_name":"Journal of Nursing Management"},"translated_abstract":"To examine the relationships between leader-member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil. The supervisor-employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries. Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011. Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries. The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; workplace relationships. Informal workplace relationships - \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;Jeitinho\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39; (similar to the Chinese \u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;guanxi\u0026amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.","internal_url":"https://www.academia.edu/28074238/Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England","translated_internal_url":"","created_at":"2016-08-28T14:06:52.919-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801687,"work_id":28074238,"tagging_user_id":52623042,"tagged_user_id":30810504,"co_author_invite_id":5304451,"email":"k***k@griffith.edu.au","display_order":0,"name":"Kate Shacklock","title":"Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England"}],"downloadable_attachments":[],"slug":"Nurses_supervisors_learning_options_and_organisational_commitment_Australia_Brazil_and_England","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":588,"name":"Nursing","url":"https://www.academia.edu/Documents/in/Nursing"},{"id":8470,"name":"Empowerment","url":"https://www.academia.edu/Documents/in/Empowerment"},{"id":19236,"name":"Comparative Research","url":"https://www.academia.edu/Documents/in/Comparative_Research"},{"id":52970,"name":"Nursing Management","url":"https://www.academia.edu/Documents/in/Nursing_Management"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074237"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074237/Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice"><img alt="Research paper thumbnail of Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice" class="work-thumbnail" src="https://attachments.academia-assets.com/48388808/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074237/Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice">Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice</a></div><div class="wp-workCard_item wp-workCard--coauthors"><span>by </span><span><a class="" data-click-track="profile-work-strip-authors" href="https://independent.academia.edu/StephenTeo3">Stephen Teo</a> and <a class="" data-click-track="profile-work-strip-authors" href="https://aut.academia.edu/MarcusHo">Marcus Ho</a></span></div><div class="wp-workCard_item"><span>PsycEXTRA Dataset</span><span>, 2000</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="97efcda2d47b45b8209ca8b1e0bb38b3" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388808,"asset_id":28074237,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388808/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074237"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074237"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074237; 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The notion of organizational resilience has only recently taken root in the human resource literature. However, diverse perspectives and definitions have impeded the utility of this construct for organizational research and practice. In this study, we conducted three analysis utilizing content analysis with Leximancer software to examine how organizational resilience has been conceptualized in the social sciences literature and examine its implications for human resource management. Our analysis suggests that organizational resilience is linked with understanding process and capabilities of the organization in order to respond to uncertain and potentially disruptive crises and events. Implications for theory and practice are discussed.","publication_date":{"day":null,"month":null,"year":2000,"errors":{}},"publication_name":"PsycEXTRA Dataset","grobid_abstract_attachment_id":48388808},"translated_abstract":null,"internal_url":"https://www.academia.edu/28074237/Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice","translated_internal_url":"","created_at":"2016-08-28T14:06:52.761-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801739,"work_id":28074237,"tagging_user_id":52623042,"tagged_user_id":52636074,"co_author_invite_id":5304479,"email":"m***o@aut.ac.nz","affiliation":"Auckland University of Technology","display_order":0,"name":"Marcus Ho","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808647,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":30473756,"co_author_invite_id":null,"email":"t***y@aut.ac.nz","affiliation":"Auckland University of Technology","display_order":4194304,"name":"Tim Bentley","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808653,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":null,"co_author_invite_id":5306046,"email":"p***n@gsb.curtin.edu.au","display_order":6291456,"name":"Peter Galvin","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"},{"id":23808656,"work_id":28074237,"tagging_user_id":52636074,"tagged_user_id":null,"co_author_invite_id":5306047,"email":"m***e@aut.ac.nz","display_order":7340032,"name":"Martielouise Verreynne","title":"Organizational resilience and the challenge for human resource management: Conceptualizations and frameworks for theory and practice"}],"downloadable_attachments":[{"id":48388808,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388808/thumbnails/1.jpg","file_name":"Organizational_resilience_and_the_challe20160828-12425-1hbq44r.pdf","download_url":"https://www.academia.edu/attachments/48388808/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"Organizational_resilience_and_the_challe.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388808/Organizational_resilience_and_the_challe20160828-12425-1hbq44r-libre.pdf?1472418867=\u0026response-content-disposition=attachment%3B+filename%3DOrganizational_resilience_and_the_challe.pdf\u0026Expires=1732773984\u0026Signature=dSqnE5YpMMt8Ww3z5R9pn5z8AVX-PuunFogLZNkloEQHn3uELUUw0jDiexQyBjjXmLlb2A86f8gEnDGkKl6bztXywLTQ~oTkQ5hIkNZ3D0uOuB3994cCB37pxOhbz22Fczm6I2vzb8CY9nnNDOGmLnGCMadkFxPK04h6qiyxbA5~d1PBCcL2eYxraGi7iKIuuzzvyg~nDMmqJBDjeAUINum3edANF5Ppc24Vad4pFKDMEOzxzjfspaOfgaxTygrj0VTOe9YZVeihwMOT-C5Z~bc19TorJ55h~FwapVCdYEJQSXJfI7u-Via2kyx5dBs8TnpYdJu6qMtHdHqloVvUXQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"slug":"Organizational_resilience_and_the_challenge_for_human_resource_management_Conceptualizations_and_frameworks_for_theory_and_practice","translated_slug":"","page_count":8,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[{"id":48388808,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/48388808/thumbnails/1.jpg","file_name":"Organizational_resilience_and_the_challe20160828-12425-1hbq44r.pdf","download_url":"https://www.academia.edu/attachments/48388808/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&","bulk_download_file_name":"Organizational_resilience_and_the_challe.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/48388808/Organizational_resilience_and_the_challe20160828-12425-1hbq44r-libre.pdf?1472418867=\u0026response-content-disposition=attachment%3B+filename%3DOrganizational_resilience_and_the_challe.pdf\u0026Expires=1732773984\u0026Signature=dSqnE5YpMMt8Ww3z5R9pn5z8AVX-PuunFogLZNkloEQHn3uELUUw0jDiexQyBjjXmLlb2A86f8gEnDGkKl6bztXywLTQ~oTkQ5hIkNZ3D0uOuB3994cCB37pxOhbz22Fczm6I2vzb8CY9nnNDOGmLnGCMadkFxPK04h6qiyxbA5~d1PBCcL2eYxraGi7iKIuuzzvyg~nDMmqJBDjeAUINum3edANF5Ppc24Vad4pFKDMEOzxzjfspaOfgaxTygrj0VTOe9YZVeihwMOT-C5Z~bc19TorJ55h~FwapVCdYEJQSXJfI7u-Via2kyx5dBs8TnpYdJu6qMtHdHqloVvUXQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"research_interests":[],"urls":[]}, dispatcherData: dispatcherData }); 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It provides the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PSFs. Design/methodology/approach -A qualitative case study approach is adopted. Data were collected from multiple sources. The secondary sources comprised annual reports, press releases and industry reports. In total, 40 semi-structured interviews were conducted with senior partners, professional staff, HR managers and ex-employees of the two firms. Findings -The findings suggest that differences in the performance of PSFs could be explained by organizational control systems such as personnel and cultural controls. The qualitative data generated by the two PSF cases provided evidence to support the notion that strategic human resource management is an important factor in explaining firm performance. Our findings provide empirical support for the importance of strategic approaches to HRM. 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$a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074233"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074233/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition"><img alt="Research paper thumbnail of From bureaucratic to post-bureaucratic: the difficulties of transition" class="work-thumbnail" src="https://attachments.academia-assets.com/48388806/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074233/From_bureaucratic_to_post_bureaucratic_the_difficulties_of_transition">From bureaucratic to post-bureaucratic: the difficulties of transition</a></div><div class="wp-workCard_item"><span>Journal of Organizational Change Management</span><span>, 2006</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="91329df25829339bc45734fac3db0695" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":48388806,"asset_id":28074233,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/48388806/download_file?st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&st=MTczMjc3MDM4NCw4LjIyMi4yMDguMTQ2&s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074233"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074233"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074233; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074233]").text(description); $(".js-view-count[data-work-id=28074233]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074233; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074233']"); 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$('.js-work-strip[data-work-id=28074233]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074233,"title":"From bureaucratic to post-bureaucratic: the difficulties of transition","translated_title":"","metadata":{"grobid_abstract":"Purpose -Modern bureaucracies are under reconstruction, bureaucracy being no longer \"modern\"; they are becoming \"post\" bureaucratic. Defining the post-bureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach -The paper describes the case of an Australian public sector agency, subject to \"corporatization\" -a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings -A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the \"stickiness of identity\" and the difficulties associated with network development. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") }); </script> <div class="js-work-strip profile--work_container" data-work-id="28074232"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies"><img alt="Research paper thumbnail of Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies" class="work-thumbnail" src="https://a.academia-assets.com/images/blank-paper.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies">Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies</a></div><div class="wp-workCard_item"><span>Journal of Nursing Management</span><span>, 2013</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">To examine the mediating effect of coping strategies on the consequences of nursing and non-nursi...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.</span></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="28074232"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span><span id="work-strip-rankings-button-container"></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="28074232"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28074232; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28074232]").text(description); $(".js-view-count[data-work-id=28074232]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28074232; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='28074232']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span><span><script>$(function() { new Works.PaperRankView({ workId: 28074232, container: "", }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-f77ea15d77ce96025a6048a514272ad8becbad23c641fc2b3bd6e24ca6ff1932.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (false){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "-1" } } $('.js-work-strip[data-work-id=28074232]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":28074232,"title":"Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies","translated_title":"","metadata":{"abstract":"To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.","publication_date":{"day":null,"month":null,"year":2013,"errors":{}},"publication_name":"Journal of Nursing Management"},"translated_abstract":"To examine the mediating effect of coping strategies on the consequences of nursing and non-nursing (administrative) stressors on the job satisfaction of nurses during change management. Organisational change can result in an increase in nursing and non-nursing-related stressors, which can have a negative impact on the job satisfaction of nurses employed in health-care organisations. Matched data were collected in 2009 via an online survey at two time-points (six months apart). Partial least squares path analysis revealed a significant causal relationship between Time 1 administrative and role stressors and an increase in nursing-specific stressors in Time 2. A significant relationship was also identified between job-specific nursing stressors and the adoption of effective coping strategies to deal with increased levels of change-induced stress and strain and the likelihood of reporting higher levels of job satisfaction in Time 2. The effectiveness of coping strategies is critical in helping nurses to deal with the negative consequences of organisational change. This study shows that there is a causal relationship between change, non-nursing stressors and job satisfaction. Senior management should implement strategies aimed at reducing nursing and non-nursing stress during change in order to enhance the job satisfaction of nurses.","internal_url":"https://www.academia.edu/28074232/Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies","translated_internal_url":"","created_at":"2016-08-28T14:06:52.165-07:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":52623042,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[{"id":23801722,"work_id":28074232,"tagging_user_id":52623042,"tagged_user_id":null,"co_author_invite_id":5304470,"email":"y***r@gmail.com","display_order":0,"name":"Esther Chang","title":"Organisational change stressors and nursing job satisfaction: the mediating effect of coping strategies"}],"downloadable_attachments":[],"slug":"Organisational_change_stressors_and_nursing_job_satisfaction_the_mediating_effect_of_coping_strategies","translated_slug":"","page_count":null,"language":"en","content_type":"Work","owner":{"id":52623042,"first_name":"Stephen","middle_initials":null,"last_name":"Teo","page_name":"StephenTeo3","domain_name":"independent","created_at":"2016-08-28T13:50:04.771-07:00","display_name":"Stephen Teo","url":"https://independent.academia.edu/StephenTeo3"},"attachments":[],"research_interests":[{"id":588,"name":"Nursing","url":"https://www.academia.edu/Documents/in/Nursing"},{"id":6697,"name":"Australia","url":"https://www.academia.edu/Documents/in/Australia"},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction"},{"id":52970,"name":"Nursing Management","url":"https://www.academia.edu/Documents/in/Nursing_Management"},{"id":458190,"name":"Organizational Innovation","url":"https://www.academia.edu/Documents/in/Organizational_Innovation"}],"urls":[]}, dispatcherData: dispatcherData }); 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