Trust Your Boss or Listen to the Union? Information, Social Identification, Trust, and Strike Participation

Born, Marieke; Akkerman, Agnes; Torenvlied, René

doi:10.17813/maiq.18.2.yw182663441j0015

Cited by 9 publications

(6 citation statements)

References 48 publications

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“…Klandermans (1997) argues that to be mobilized, it is necessary that the source of information is perceived as trustworthy. Born et al (2013a) find that trust is used as a filter for information. Passy and Giugni (2001) state that trust is crucial; when a worker receives information but the source of information is not trusted, his or her participation is very unlikely.…”

Section: Moderation Effect Of Trustmentioning

confidence: 99%

Peer influence on protest participation: Communication and trust between co-workers as inhibitors or facilitators of mobilization

Born

Akkerman²,

Thommes

2016

Social Science Research

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In this article, we investigate how communication and trust networks between employees affect participation in a strike. We analyze whether the strength of network relations is related to congruence in strike behavior using social network data on 59 Dutch workers. We find that private communication networks and trust networks lead to similar strike behavior. This finding indicates that networks not only promote protest mobilization but are also vehicles for demobilization, albeit through different network relations.

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Section: Moderation Effect Of Trustmentioning

confidence: 99%

Peer influence on protest participation: Communication and trust between co-workers as inhibitors or facilitators of mobilization

Born

Akkerman²,

Thommes

2016

Social Science Research

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“…Rather than looking only at organizational commitment, this study examines organizational commitment in the presence of workplace diversity management in a highly male-dominated culture and assumes that there are no gender differences. Management can link employees' social identification to organizational commitment and satisfaction by providing compelling images of what the organization represents (Born et al, 2013). Thus, organizational efforts and procedures that demonstrate appreciation of employees' diversity and ensure fairness to all employees in organizational functions and processes attract loyalty and support toward the organization from both male and female employees (Jones and Volpe, 2011).…”

Section: Diversity and Organizational Commitmentmentioning

confidence: 99%

The effect of workplace diversity management in a highly male-dominated culture

Kim

Lee²,

Kim

2015

Career Development International

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to, first, examine gender differences in response to the presence of diversity management and in the level of organizational commitment, second, to investigate the influence of diversity management practices on organizational commitment, and third, to examine the relationships among gender, diversity management, organizational commitment, and job performance in a more highly male-dominated culture. Design/methodology/approach -Based on a review of the literature, this empirical study uses a survey and statistical analysis, including t-tests and regressions, to test the hypotheses. Findings -The major findings are as follows: first, female workers reported a more favorable perception of diversity management practices than did male workers. However, there was no difference between female and male workers in organizational commitment. Second, diversity management was positively and significantly related to organizational commitment. Finally, the results show that gender was not related to in-role performance, while diversity management and organizational commitment were positively related to in-role performance. Originality/value -The significance of this study lies in its investigation of the effect of diversity management on employees' attitude and behavior and the gender differences in the perception of diversity management and organizational commitment in a highly male-dominated society. In addition, since Korean companies have become more performance oriented (House et al., 2004), finding the positive relationship between diversity management practices and job performance can also suggest one way for all organizations to increase their employees' task performance for their continuous development.

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“…The results of the present study also inform managers who attempt to prevent the participation of workers in a strike (Born et al ., ). The moderating effect of the proportion of strikers suggests that team conflict is much less prone in situations where employees act in concert and all join the strike.…”

Section: Discussionmentioning

confidence: 97%

The dark side of solidarity: social norms and social relations in the aftermath of strikes

Thommes¹,

Akkerman²,

Torenvlied³

et al. 2014

Industrial Relations Journal

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This paper studies how employees anticipate change in social relations after a strike in their organisation. We hypothesise that two group norms affect employees' fear that a strike deteriorates the social relations with their colleagues. We distinguish between two different norms associated with a collective action problem such as a strike. A 'solidarity norm' prescribes that workers should participate in collective protest when called for. A 'free rider punishment norm' describes whether and how violators of the solidarity norm should be treated. While the former itself theoretically does not impact intra-group social relations, the latter one does. We test our hypotheses on a data set of 468 Dutch union members. Adherence to the free rider punishment norm significantly increases a fear for deterioration of social relations with colleagues after a strike, while adherence to the solidarity norm does not. We also find a moderating effect of expected proportion of strikers. The results are discussed with reference to industrial relations theory and mobilisation theory, further probing into mechanisms that relate social norms to the (anticipated) costs of participation and the quality of social relations after a strike.

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Trust Your Boss or Listen to the Union? Information, Social Identification, Trust, and Strike Participation

Cited by 9 publications

References 48 publications

Peer influence on protest participation: Communication and trust between co-workers as inhibitors or facilitators of mobilization

Peer influence on protest participation: Communication and trust between co-workers as inhibitors or facilitators of mobilization

The effect of workplace diversity management in a highly male-dominated culture

The dark side of solidarity: social norms and social relations in the aftermath of strikes

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