The effects of polychronic-orientation upon retail employee satisfaction and turnover

Arndt, Aaron D.; Arnold, Todd J.; Landry, Timothy D.

doi:10.1016/j.jretai.2006.08.005

Cited by 133 publications

(159 citation statements)

References 43 publications

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“…Yet other studies have not found polychronicity to predict job performance (Hambrick, Rench, Jones, Oswald, & Moon, 2007;Kinney, 2007). Furthermore, polychronicity is related to employee job satisfaction (Arndt, Arnold & Landry, 2006;Hecht & Allen, 2005). This brief review of the literature on polychronicity clearly suggests that it is an important variable in organizational contexts, and in need of further exploration.…”

Section: Polychronicitymentioning

confidence: 99%

“…Slocombe and Bluedorn (1999) present data showing that the greater perceived fit between individual polychronicity and time oriented expectations, the greater the employee's organizational commitment. Another study found perceived fit of polychronicity between the individual and the organization to be related to job satisfaction (Arndt et al, 2006). It is thought that to the extent possible, individuals manage workloads and seek work environments in accordance with their preferences for polychronicity (Conte et al, 1999).…”

Section: Polychronicitymentioning

confidence: 99%

“…Because of higher activity levels, extraverts may be more easily distracted by other tasks in the workplace. Furthermore, individuals high in polychronicity tend to be more concerned with social interactions than schedules and deadlines (Arndt et al, 2006). Polychronic cultures have traditionally been described as spending more time in social interactions than planning and scheduling deadlines (Hall, 1983).…”

Section: Polychronicity and The Big Fivementioning

confidence: 99%

“…Polychronic individuals may find it difficult to work effectively in highly organized settings (Arndt et al, 2006). It is likely that individuals high in conscientiousness will prefer to work on one task at a time through to completion, according to their preferred schedule.…”

Section: Polychronicity and The Big Fivementioning

confidence: 99%

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Time Orientation in Organizations: Polychronicity and Multitasking

Sanderson¹

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Section: Polychronicitymentioning

confidence: 99%

Section: Polychronicitymentioning

confidence: 99%

Section: Polychronicity and The Big Fivementioning

confidence: 99%

Section: Polychronicity and The Big Fivementioning

confidence: 99%

See 2 more Smart Citations

Time Orientation in Organizations: Polychronicity and Multitasking

Sanderson¹

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“…For example, multi-tasking can effectively provide a necessary avenue to interact with multiple others all at once in order to accomplish various goals [42]. In addition, certain people prefer to switch between multiple tasks within the same time block, and such "polychronicoriented" individuals can be more satisfied with work that involves multi-tasking [43]. Furthermore, people who are hyper-connected generally report that they do not have problems attending to everyday tasks and inter-personal relationships [44].…”

Section: Literature Reviewmentioning

confidence: 99%

Effect of Information and Communication Technology-induced Multitasking on Academic Performance of University Students in Uganda

Jehopio¹,

Wesonga²,

Candia³

2017

IJCATR

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Numerous researches on information and communication technology (ICT)-induced multitasking among students document a number of unfavourable consequences, such as heightened distraction and less attention, hampered learning and hindered productivity at the expense of better academic performance. This study focused on the effect of information and communication technology induced multitasking on academic performance of university students in Uganda. To this end, primary data were collected during the month of May 2016 using stratified cluster sample design. A self-reported questionnaire was used to collect data from 312 students of Makerere University who participated in the study. Through structural equation modelling (SEM), it was demonstrated that ICT-induced multitasking does not affect academic performance directly but through self-regulation, attention span, emotional control and productivity focus. Nonetheless, multitasking does not always have negative consequences. To a majority of students, multitasking provides emotional satisfaction and enjoyment, which do correlate positively with good academic performance. Indeed, multitasking can be an effective use of time when well-regulated and an efficient tool in problem solving. Multitasking may only be indicative of the changing nature of norms. Traditionally, one was expected to give and receive undivided attention when talking in a face-to-face conversation with another; yet new norms are evolving for the networked society, such as responding to text messages promptly. To buffer the negative effect of ICT-induced multitasking on academic performance, one needs a facility with a good degree of self-regulation, attention span, emotional control and productivity focus.

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Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures

Souitaris

Maestro

2009

Strategic Management Journal

181

194

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Citation: Souitaris, V. & Maestro, B. M. M. (2010). Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures. Strategic Management Journal, 31(6), pp. 652-678. doi: 10.1002/smj.831 This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent POLYCHRONICITY IN TOP MANAGEMENT TEAMS: THE IMPACT ON STRATEGIC DECISION PROCESSES AND PERFORMANCE OF NEW TECHNOLOGY VENTURES ABSTRACTThis study focuses on polychronicity as a cultural dimension of top management teams (TMTs). TMT polychronicity is the extent to which team members mutually prefer and tend to engage in multiple tasks simultaneously or intermittently instead of one at a time and believe that this is the best way of doing things. We explore the impact of TMT polychronicity on strategic decision speed and comprehensiveness and, subsequently, its effect on new venture financial performance. Contrary to popular time-management principles advocating task prioritization and focused sequential execution, we suggest that TMT polychronicity has a positive effect on firm performance in the context of dynamic unanalyzable environments. This effect is partially mediated by decision speed and comprehensiveness. Our study contributes to research on strategic leadership by focusing on a novel value-based characteristic of the top management team (polychronicity) and by untangling the decision making processes that relate top management team characteristics and venture performance. It also contributes to the attention-based view of the firm by positioning polychronicity as a new type of attention-structure.

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The effects of polychronic-orientation upon retail employee satisfaction and turnover

Cited by 133 publications

References 43 publications

Time Orientation in Organizations: Polychronicity and Multitasking

Time Orientation in Organizations: Polychronicity and Multitasking

Effect of Information and Communication Technology-induced Multitasking on Academic Performance of University Students in Uganda

Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures

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