Effectuation represents a paradigmatic shift in the way that we understand entrepreneurship. Since its introduction, however, few researchers have attempted to empirically test effectuation. Our purpose is to encourage effectuation research. To do so, we review the effectuation literature and make suggestions for how to design and conduct empirically rigorous effectuation studies consistent with the developmental state of the research stream.

In this study we examine reasons that professionals become and remain members of professional associations. We looked at tangible and symbolic benefits that an association can provide to attract members. Satisfaction with these benefits was linked to overall membership satisfaction and intent to renew the membership. We also considered the role of customer service in shaping members' attitudes. Based on the responses of 1,980 members of a large international accounting association, we found that members who were satisfied with their benefits and with the quality of customer service reported higher membership satisfaction and intent to renew. We also found that professionals who were more involved in the association were more satisfied with it. Contrary to predictions, younger professionals were less concerned with the value of the benefits of membership. As expected, longer‐tenured members were more likely to consider maintaining their memberships. We conclude with a discussion of practical and research implications for the management of professional associations.

PurposeIn this empirical study, the aim is to examine the relative effect of various rewards on performance of knowledge workers. It is predicted that non‐monetary rewards are associated with enhanced intrinsic motivation, which in turn is related to better performance and innovation.Design/methodology/approachData were collected from 288 research and development employees and their supervisors from 30 Fortune 500 companies. The authors tested the hypothesized relationships with mediated multiple regression.FindingsThe results revealed that receiving non‐monetary rewards is a stronger predictor of intrinsic motivation manifested by longer work time in comparison to either group or individual monetary rewards. Furthermore, intrinsic motivation was found to fully mediate the relationships between received non‐monetary rewards and performance and innovation.Research limitations/implicationsThe paper offers a field test of the cognitive evaluation theory and the crowding theory that have been mainly applied in experimental research and suggests a potential limit to the efficiency wage models in the case of knowledge workers. However, causal conclusions are limited by the cross‐sectional nature of the data and the operationalization of intrinsic motivation is not without its critics.Practical implicationsThe study findings suggest that incorporating non‐monetary rewards in reward systems is necessary to encourage productivity and creativity of knowledge workers. Organizations should critically evaluate all aspects of their reward systems to reflect the uniqueness of their employees.Originality/valueThe increased importance of innovation for business success mandates that organizations design their reward systems to stimulate creative behaviors. The study results show the importance of non‐monetary rewards over monetary for knowledge workers’ intrinsic motivation.

PurposeThe purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.Design/methodology/approachDrawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.FindingsIt is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.Research limitations/implicationsBy considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption must be maintained that an HRIS can reflect unique routines and processes, and second, it must be recognized that path‐dependent routines may diminish organizational flexibility necessary for competitiveness in a changing environment.Practical implicationsIt is important for organizations to recognize that favorable conditions are necessary for employees to generate value. A potential favorable condition can be the HRIS that meets employee expectations and disseminates unique managerial knowledge.Originality/valueThe paper bridges diverse literature to highlight the role of HRIS in firm competitiveness. A new construct is proposed – HRIS specificity – to guide future research in the empirical examination of the proposed relationships and the dynamic capability paradigm.

Purpose The purpose of this paper is to investigate the relationship between diminished employee well-being and interpersonal deviance. Design/methodology/approach In a survey, 380 employees from 107 organizations were asked about their psychological and social well-beings. Participants reported their experiences of irritation, depression and anxiety for psychological well-being. A modified scale of social well-being captured participants’ scores on social integration and social acceptance. Respondents also self-reported incidents of interpersonal deviance against coworkers. Findings The results demonstrate that only irritation, not depression or anxiety, was positively related to interpersonal deviance. Socially accepting individuals were less likely to engage in deviant acts against their coworkers. Furthermore, respondents scoring high on both neuroticism and depression were reporting more acts of interpersonal deviance. Research limitations/implications Based on these findings, the role of intent in the study of workplace deviance is discussed. Practical implications The findings of this study suggest that diminished well-being can be a catalyst for other negative outcomes in the workplace. Management should be concerned with the affective state of employees as the experiences of one person may translate into experiences for others. Given the complexity of human experiences, decision makers in organizations should consider emotional state and experiences in developing practices for deviance prevention. Attention and intervention initiatives devoted to improving well-being and social health of employees might be more effective than discipline policies. Originality/value Deviant behaviors are often conceptualized as intentional acts. The findings of this research paper provide some evidence that factors other than harmful intend may motivate transgressions against coworkers.