Group Rites and Trainer Wrongs in Employee Experiences of Job Change

Hallier, Jerry; James, Philip

doi:10.1111/1467-6486.00125

Cited by 16 publications

(16 citation statements)

References 14 publications

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“…Zilber (, p. 237) ‘explored institutionalization as an interplay between actors, actions, and meanings’ in organizational daily life. Similarly, Hallier and James (, p. 53) explain that the purpose of using semi‐structured interviews was ‘to explore the meanings that mentors and trainees attached to these transitions’ that they were interested in. In this regard, exploration is well suited to interpretive methodologies, owing to the complexities and inconsistencies inherent in people's everyday behaviour and attitudes (Musson and Duberley ).…”

Section: Resultsmentioning

confidence: 99%

Legitimizing Diverse Uses for Qualitative Research: A Rhetorical Analysis of Two Management Journals

Welch

Plakoyiannaki

Piekkari

et al. 2012

Int J Management Reviews

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This paper examines how management researchers rhetorically construct the theoretical purpose and contribution of qualitative studies. By means of a rhetorical analysis of qualitative studies published in the Academy of Management Journal and Journal of Management Studies, we identify three sets of rhetorical practices, or repertoires, in the period 1999-2011. These repertoires differ with regard to how they position and legitimize the use of qualitative research. The first repertoire, which we label 'modernist', bases the legitimacy of qualitative research on its exploratory and theory-building strengths. The second 'revisionist' repertoire accepts key assumptions of modernism, but allows for an expanded role for qualitative research. In contrast, the third 'subversive' repertoire is non-positivist and rejects the traditional theory-building/-testing dichotomy. Using the insights from our 'rhetoric of science' approach, we argue for the use of alternative repertoires that decouple qualitative research from the rhetoric of exploration. 1 We use 'theory development' as a general term to encompass theory-building, theory elaboration, theory-testing, theory construction and any other term to denote the theorizing process.

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Section: Resultsmentioning

confidence: 99%

Legitimizing Diverse Uses for Qualitative Research: A Rhetorical Analysis of Two Management Journals

Welch

Plakoyiannaki

Piekkari

et al. 2012

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…Essentially, working with colleagues in other MNE laboratories are likely to legitimize their R&D attempts that seek to expand and perfect their MNE-related technological knowledge (cf. Hallier and James 1999). Thus, we propose that Hypothesis 2a:…”

Section: Roles Of Subsidiariesmentioning

confidence: 93%

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

Manolopoulos

Dimitratos

Sapouna

2011

The International Journal of Human Resource Management

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In this study, we explore the effects of the roles of research and development (R&D) laboratories, roles of subsidiaries and level of technological intensity of the sector in which multinational enterprise (MNE) subsidiaries operate on international assignment directions of R&D employees. International assignments are an underinvestigated issue in the international human resource management literature despite its significant research and managerial importance. In particular, to the best of our knowledge, no prior research on international assignments of R&D employees has been undertaken and so the current study aims at filling this void in the literature. Based on a large quantitative research on MNE subsidiaries operating in Greece, the findings suggest that variables of the aforementioned categories of factors influence different international assignment directions, with roles of the R&D subsidiary exerting the most crucial effect. Researchers may examine the unexplored issue of R&D employee international assignments to a larger extent, while MNE management can particularly take into account the micro (laboratory) context of R&D international assignees when developing effective international human resource management programmes.

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“…Through such confessions, the individual shows a willingness to be judged by higher-status leaders. Indeed, encounters with such 'elders' are often important features of 'rites of passage' (Hallier & James, 1999), powerfully drawing participants 'into the fold' while insisting on self-disclosure to the gaze of judgement. 9…”

Section: Reinforcing the Idealized Identitymentioning

confidence: 99%

Rethinking Global Leadership Development Programmes: The Interrelated Significance of Power, Context and Identity

Gagnon

Collinson

2014

Organization Studies

130

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Organization studies scholars have examined leadership development processes on only a handful of occasions. This paper argues that an organizational lens, rather than individualized and decontextualized research, can significantly advance this under-theorized field. A critical organizational framing, in particular, assists not only in problematizing the 'leader' identities produced within contemporary leadership development programmes (LDPs), but also in surfacing the ways in which power, context and identity can be inextricably linked within specific practices. The article contributes to critical leadership and organization studies in three main ways. First, it theorizes through a critical identity lens the regulatory practices that constitute an idealized leader self in two separate global LDPs, and which create tensions and paradoxes rarely examined in studies of LDPs and organizations more generally. Second, it examines participants' considerable resistance to the prevailing models of global leader prescribed in the two programmes. Third, our dual case analysis highlights the role of discursive context, enabling us to compare two particular strategies of leadership development through identity regulation: 'investiture' and 'divestiture'. The paper concludes by discussing the implications of this analysis for rethinking theory and practice, and suggests future research directions for critical organization studies of leadership and LDPs.

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Group Rites and Trainer Wrongs in Employee Experiences of Job Change

Cited by 16 publications

References 14 publications

Legitimizing Diverse Uses for Qualitative Research: A Rhetorical Analysis of Two Management Journals

Legitimizing Diverse Uses for Qualitative Research: A Rhetorical Analysis of Two Management Journals

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

Rethinking Global Leadership Development Programmes: The Interrelated Significance of Power, Context and Identity

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