Figure - uploaded by Omar N. Solinger
Content may be subject to copyright.
Source publication
This paper takes a process perspective in exploring the influence of social interaction on the dynamics of psychological contracting throughout organizational change. Although social interaction is a key focus in social exchange theory, this aspect is largely overlooked in the current psychological contract literature. In this qualitative study, we...
Contexts in source publication
Context 1
... 26 interviews were conducted, and after twenty interviews saturation was reached. As depicted in Table 2, the sample was heterogeneous in terms of age (M age = 34, SD = 9, range: 23-59 years), tenure (M tenure = 8, SD = 6, range: 1-25 years), and level of education, which ranged from vocational to university degrees. Participants held diverse positions, varying from more traditional positions in sales or customer services (front-office) to more emerging positions in experience management and scrum mastery (back-office). ...Context 2
... I think to myself, well, when I really need you, you are never there." (Participant 23, age 43, female, Controller, translated) contracts, but no shared team contracts). Interactions were characterized by Market Pricing and Equality Matching frames of reference, referring to a strong individual awareness in the exchange. ...Similar publications
Nowadays, piezoelectric actuators are widely used, but are rarely applied in high overload environments due to th difficulty implementing them. Traveling wave rotary ultrasonic motors (TRUMs) have the characteristics of variable structure and are insensitive to overload, endowing them with the potential ability of high overload resistance. In this...
In this work, we consider a multi-wheeled payload transport system. Each of the wheels can be selectively actuated. When they are not actuated, wheels are free moving and do not consume battery power. The payload transport system is modeled as an actuated multi-agent system, with each wheel-motor pair as an agent. Kinematic and dynamic models are d...
The intelligent sports analysis requires exactly modeling the kinematics and dynamics of a soccer ball in a three-dimensional (3D) space. To address this problem, a 3D dynamic model of the soccer ball is developed to simulate the motion and capture the kinematics and dynamics performance. The model consists of three sub-models governed by the class...
Citations
... The authors used a retrospective design, similar to Van der Schaft et al. (2020) in their study on how social interaction affects psychological contracts in transforming organizations. The practical insights on silos were obtained from two sources. ...
... The practical insights on silos were obtained from two sources. Some of the input was generated as part of a collaborative focus group (rather than traditional retrospective interviews like Van der Schaft et al., 2020). The focus group included highly experienced team leads working in crossfunctional teams in a matrix organization as part of a consulting process. ...
... We believe that our retrospective insights on how silo mentality forms, emerges and changes, represent a sound starting point for studying the dynamic nature of psychological contracts (see Bankins, 2015;Schalk and Roe, 2007;Van der Schaft et al., 2020). The current discussion will focus on two specific factors. ...
This is an open access article: Please copy and paste this link into your browser! https://www.emerald.com/insight/content/doi/10.1108/JWAM-07-2023-0064/full/html ==Thank you!
Purpose: This article summarizes practitioner observations on three research questions. First, the factors that lead to the emergence and persistence of such teams. Second, the repercussions of siloed teams. And third, practical suggestions and recommendations that practitioners can employ to prevent silo formation or address existing silos. This article thus complements recent academic work that has previously explored the formation of silos.
Design/methodology/approach: The authors used the input of current team leads from a focus group along with their consulting experience to explore these three research questions. The team lead input and consulting expertise are integrated with academic research on silos.
Findings: The emergence and persistence of silos was mostly attributed to company characteristics (size, growth and stakeholder management) as well as communication inefficiencies (lack of role clarity and ownership within teams), which in turn were impacted by situational variables (pandemic and turnover). The authors noted the effect of team composition effects, team competition and organizational changes (rapid growth and restructuring) as potential contributors to the formation and persistence of silos. The team lead experts and our consulting experiences were congruent with the literature focused on repercussions of silos, from poor information exchanges to inefficiencies, divisions and perceived isolation of teams from the organization. Solutions focused on project organization and documentation as well as the adoption of new decision-making tools and practices, and the creation of more exchange and learning opportunities. The authors added additional options to promote more visibility, appreciation, proactive monitoring within teams and organizational identification initiatives.
Originality/value: The current article adds a pragmatic perspective to silos and how organizations can address these when they become problematic and hinder performance and collaboration.
... If the focus of attention is understanding collective PCs, research should explore the social structures and continuous patterns of interactions and events (Morgeson & Hofmann, 1999) that allow individuals in the same groups to develop comparable PCs. Following this line of research, Van der Schaft et al. (2020) suggested the existence of an "institutionalization" process of the PC through multiple types of interactions (i.e., collective-focused, transactional, and relational interactions). Key questions to understand the social processes that could center the PC at the collective level is when those social interactions necessary to create collective PCs are activated (e.g., Wiechers et al., 2022). ...
A core aspect of Sustainable Human Resource Management (S-HRM) has been its focus on developing high-quality employment relationships. This endeavor, however, has become increasingly complex, because the employee-employer relationship has undergone a profound transformation in recent years. This problem is further exacerbated by inherent tensions that surface when organizations aim to develop high-quality employment relationships in concert with sustainability-related goals. In this article, we intend to align theory and practice toward a more sustainable HRM by explaining how the psychological contract (PC) literature can provide new insights and perspectives to understand these tensions. We begin by delving into the nature and drivers of these sustainability-related tensions that arise when organizations strive to develop high-quality employment relationships. Next, we recount previous PC research that can inform the S-HRM literature to better understand how those tensions unfold. Finally, we identify concrete avenues for future research and discuss why integrating the PC and S-HRM literature could be an important path to expand our understanding of how to create more sustainable employment relationships.
... As a unified definition lacks, DT can be described as an organizational process that brings disruptive changes to an organization that is enabled and driven by digital technologies (Barann et al., 2019). Uhl & Gollenia (2014) consider DT to be a specialized type of business transformation in which information technology (IT) plays a dominant role in transforming the strategy, structure, culture, and processes of companies. In a similar vein, Hanelt et al. (2021) define DT as an organizational change that is triggered and shaped by the widespread use of digital technologies. ...
... Further, Cortellazo et al. (2019) recommended the overcoming of organizational boundaries as well as a democratized decision-making among employees. In this vein, applying user feedback systems for new technologies were found essential to avoid employee frustration and reluctance (Kadir & Broberg, 2020;van der Schaft et al., 2020). Also, digital tools played a crucial role, with apps aiding intensive employee assessments (Berges & Kon, 2019). ...
... Especially in the unfreezing and moving phases, it is important to get a feel for the employees' state of mind. This is why we emphasize the use of feedback systems in our framework (Hanelt et al., 2021;Kadir & Broberg, 2020;van der Schaft et al., 2020). These are essential to stay close to the employees, following the human-centric approach. ...
The emerging digital transformation (DT) poses severe challenges to companies. In order to implement respective transformation process sufficiently to seize the benefits of DT, the concept of change management (CM) becomes relevant for organizations. Considering increasing DT efforts of firms, the purpose of this study is to identify relevant CM actions that support the DT journey as well as to synthesize these findings into a comprehensive framework. Therefore, we conducted a systematic literature review and analyzed 40 pertinent scientific publications drawing on Lewin’s (1947) Three Step Model with its phases unfreezing, moving and freezing. Our findings identify in total 52 individual CM actions that are necessary for implementing DT. We translated these findings into a framework that is structured according to established CM models and extends those for becoming suitable for describing DT projects. Thus, the framework advances the pertinent literature and presents relevant aspects for practitioners leading the change.
... There is, as yet, no generally accepted definition for DT. However, Uhl and Gollenia (2014) considered DT to be a specialized type of business transformation in which information technology (IT) plays a dominant role in transforming the strategy, structure, culture, and processes of companies. According to Aasi et al. (2022), this requires an overarching organizational change and the implementation of digital technologies. ...
... Bellantuono et al. (2021) also analyzed DT in relation to CM literature. Digital transformation can be considered a specialized type of business transformation, in which IT is really important for the transformation of strategy, structure, and culture, as well as the processes of companies (Uhl and Gollenia, 2014). Kotter's model contains these aspects in its various phases. ...
... In the preliminary phase, it is important to inform and communicate sufficiently within the organization and to point out the necessity for the change in order to prepare all those involved. Possible frictions need to be reduced, since an announcement about changes in the daily working environment is perceived as a disruptive event (Kadir and Broberg, 2020;van der Schaft et al., 2020). The aim in this phase is to develop an organization-wide understanding of why investments in new technologies are made and, at the same time, to determine whether the necessary competencies for dealing with the new technology are in place (Kadir and Broberg, 2020). ...
Purpose Change management (CM), with its methods and tools, facilitates the implementation of transformation processes in companies and along entire supply chains (SCs). However, with the emergence of fast-moving and disruptive digital transformation (DT), traditional CM tools may no longer be sufficient and may reach their limits. This study reviews the applicability of existing CM tools in the context of DT. Design/methodology/approach Drawing on a systematic literature review and a detailed content analysis, we offer conceptual insights into the applicability of CM methods in the digital era. This is reflected in an extensive study of the intersection of CM and DT literature. Findings We identified various CM methods and tools become relevant for organizations when intending to undergo DT. Analysing these, we found shortcomings in traditional CM approaches during DT. We therefore conclude that companies need to adapt their CM procedures towards a more dynamic approach in order to maintain competitive SCs when confronted with digitally shaped environments. Research limitations/implications This study is conceptual in nature and is based on results from content analysis of the extant literature. As such, it offers potential for further analysis in the form of empirical studies to validate the findings. Practical implications Our findings support SC actors in adapting their existing CM tool portfolio for going digital when confronted with environments of digital disruptions. Original/value This study considers the well-established approach of CM in conjunction with the current phenomenon of DT, which possesses disruptive potential for entire SCs.
... In other words, it triggers potential breaches of the psychological contracts (Rousseau et al., 2018). This is risky as dynamic, reciprocal relationships are crucial for cooperation and fundamental enablers of change (Van der Schaft et al., 2020). They need careful repair in case of breach (Wiechers et al., 2022) if the common goal-digital transformation-is to be reached. ...
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizational change in a digital transformation context. Although employees generally support digital transformation, our findings show that their perceptions change over time across a range of specific challenges experienced during the employee change journey. Our findings stress the importance of adopting a social exchange lens in digital transformation knowledge as this represents deep structure change that might cause well-designed transformation processes to fail. Implications for hospitality and tourism management are discussed.
... As all forms of behavior are temporally bounded and unfold over time (Roe, 2014), understanding patterns-sequences in time-in events is key to understanding a process (Langley, 1999;Pentland, 1999). Scholars have attempted to identify and explore certain patterns in psychological contracts, such as how employees can use their agency to deliberately shape, renegotiate, repair, or attempt to reactivate or change their contract (Bankins, 2015;Parzefall & Coyle-Shapiro, 2011;Rousseau et al., 2018;Seeck & Parzefall, 2008;Van der Schaft et al., 2019). A process approach facilitates an account of these dynamic patterns, moving beyond the idea of a breach as a discrete event. ...
... Prior psychological contract research has used CIT to understand employees' perceptions of organizational obligations (Aggarwal & Bhargava, 2009), responses to perceived contract breach (Parzefall & Coyle-Shapiro, 2011), violation (Fullerton & Taylor, 2015), the contribution of i-deals to acceptance of a new psychological contract (Davis & Van der Heijden, 2018), and the temporal nature of psychological contracting (Van der Schaft et al., 2019). We chose to give voice to 37 respondents in their recall of the most impactful disruption during change to reveal the developing and unfolding process of breach over time. ...
Adopting an intra‐individual process, we explore the dynamics that underlie the emergence of a psychological contract breach. Thirty‐seven unique storylines expose how selected stimuli shake employees’ psychological contracts to attention and give rise to perceptions of breach as a result of an iterative process of disrupting (introducing triggers that prompt a shift from automatic processing to conscious attention of psychological contract terms), appraisal (revealing elements—goals, attribution, fairness, and resources—playing a role in appraising and making sense of triggers) and (problem‐focused and emotion‐focused) coping. We discuss the implications of accounting for breach in the absence of a discrete event and draw on selective attention theory to differentiate when stimuli become triggers with the capacity to activate the psychological contract. We extend existing research by revealing the unique role that triggers and their interconnectedness play in the cognition of contract breach, building up pressure until a threshold has been surpassed and breach is perceived. Our study highlights the need for managers to use strategies to deescalate the accumulation of triggers.
... Moreover, perceptions of PCB do not happen in a vacuum, but are situated in time and happen with reference to past employee or employer actions and future anticipations (Kozlowski, 2009;Tomprou et al., 2015). Over time, a growing number of scholars have drawn attention to this dynamic nature of the PC (e.g., Vantilborgh, 2018a, 2018b;Griep et al., 2019;Hansen and Griep, 2016;Schalk and Roe, 2007;Solinger et al., 2016;Tomprou et al., 2015;Van der Schaft et al., 2020) leading us to consider what the PCB-CWB relationship might look like if explored as a cycle of processes over time. ...
Counterproductive work behavior toward the organization (CWB-O) or supervisor (CWB-S) is commonly treated as a consequence of psychological contract breach (PCB). However, drawing from Self-Consistency Theory, the authors in this article argue that the PCB–CWB relationship is recursive through two mediating mechanisms: self-identity threat and organizational cynicism. Furthermore, the authors predict that the relationship between feelings of violation and CWB-O (or CWB-S) would depend on the extent to which the victim attributed blame to the organization (or supervisor). Using weekly and daily survey data, the study found that identity threat was a stronger mediator for recursive CWB–PCB relationships. Moreover, it was found that PCB related positively to violation feelings, which in turn related positively to CWB-O and CWB-S over time. As predicted, the former was moderated by organizational blame attributions, whereas the latter was moderated by supervisor blame attributions. The authors discuss the theoretical implications and propose novel practical implications based on these reciprocal findings.
... Практики трудовых взаимодействий включают в себя должностные обязанности, условия труда, размер и политику вознаграждений, дополнительные источники мотивации, карьерное развитие, социальные отношения с руководителем и подчиненными . Они воплощаются как в системе управления персоналом на уровне организации в целом [Roehl, 2019], так и в ходе непосредственных социальных взаимодействий и социального сравнения на рабочем месте [Van Der Schaft et al ., 2020] . По мере приобретения новых знаний об организации психологический контракт становится более стабильным и его условия менее подвержены изменениям . ...
... Необходимо отметить, что если при изучении содержания и последствий исполнения/неисполнения психологических контрактов преобладают количественные методы сбора и анализа данных (см ., напр .: [Conway, Briner, 2005;Uen, Chien, Yen, 2009;Tomprou, Nikolaou, 2011;Freese, Schalk, Croon, 2011;Zacher, Rudolph, 2021;Balabanova et al ., 2022]), то в анализе динамики их формирования отдается предпочтение качественным методам анализа на небольших выборках (см ., напр .: [Conway, Briner, 2005;Coyle-Shapiro, Parzefall, 2008;Ronnie, Sears, 2020;Van Der Schaft et al ., 2020]) . Это представляется вполне логичным, так как сама постановка проблемы предполагает углубленное понимание социального феномена формирования ожиданий работника от работодателя, описание широкого круга обстоятельств и условий -от индивидуально-личностных до макроэкономических, -сопутствующих этому процессу . ...
The article is devoted to the dynamics of the formation of psychological contracts of a separate and hard-to-reach category of employees — top managers of organizations. The theory of psychological contracts is presented as a dynamic construct that evolves and changes over time. The authors consider the dynamics of the PC as the main tool for forming and changing the expectations of top managers from their employers. Empirical data were obtained by conducting in-depth interviews with managers: the target sample was 30 respondents. One of the most important confirmed results of the study is that the PC of top managers undergoes minor changes over time, forming a “core” idea or career model that is embedded in all subsequent expectations from the employer. The dynamics of the formation and development of psychological contracts, namely, the study of changes in the content of the PC of top managers over time is a new material for further research in the field of motivation, reasons for changing jobs and career tracks of senior managers.
... Einleitung Megatrends, wie die Digitalisierung, die Globalisierung oder der demografische Wandel, sorgen für ein organisatorisches Umfeld, welches volatiler, unsicherer, komplexer und mehrdeutiger ist denn je (Stiehm & Townsend, 2002). Neben den geopolitischen Veränderungen fördern insbesondere die technologischen Innovationen der Digitalisierung die Geschwindigkeit des industriellen Wandels und leiteten in das digitale Zeitalter ein (Kremer, 1993 Trotz der mannigfaltigen Chancen, die durch die Anpassung an die neuartigen Technologien entstehen, ist es insbesondere für industrielle Unternehmen, die überwiegend Sachgüter produzieren und deren Geschäftsmodelle vor dem digitalen Zeitalter entstanden sind, ein langwieriger und intensiver Veränderungsprozess (Mertens et al., 2017;van der Schaft et al., 2020;Voigt, 2008). Resultierend aus dem Abgleich des bestehenden und des zielbildlichen Digitalisierungsgrades der Unternehmen, variieren die Adaptionen von der Prozessoptimierung, der Stärkung von Geschäftsmodellen bis hin zur Redefinition von Produkten oder der kompletten Neuausrichtung von Organisationen . ...
... Despite the manifold opportunities created by the adaptation of new technologies, it is an intensive, long-term process, especially for industrial companies which produce mainly material goods and whose business models predate the digital age (Mertens et al., 2017;van der Schaft et al., 2020;Voigt, 2008). As a result of comparing the existing and ideal levels of digitization within companies, adaptations vary from process optimization and strengthening of business models to the redefinition of products or complete restructuring of organizations . ...
Megatrends, such as digitalization, globalization, and demographic shifts, are creating an organizational environment that is more volatile, uncertain, complex, and ambiguous than ever before (Stiehm & Townsend, 2002). In addition to geopolitical changes, the technological innovations of digitalization promote the speed of industrial change and introduced the digital age (Kremer, 1993). The resulting digital technologies, such as AI, Big Data, or Robotics, as well as their economical applications, are crucial for the innovativeness and future viability of organizations. They are revolutionizing the way of working in almost any discipline and across most industries. For example, digital connectivity alone can lead to process adaptations through increased data variety, a focus on customer relationships, independence of time and place, the blurring of hierarchy, and incremental production automation. Despite the manifold opportunities created by the adaptation of new technologies, it is an intensive, long-term process, especially for industrial companies which produce mainly material goods and whose business models predate the digital age (Mertens et al., 2017; van der Schaft et al., 2020; Voigt, 2008). As a result of comparing the existing and ideal levels of digitization within companies, adaptations vary from process optimization and strengthening of business models to the redefinition of products or complete restructuring of organizations (Wessel et al., 2021). Especially for traditional companies, this results in a highly scaled, multidimensional transformation process that extends over several years and to many areas of the company, such as strategy, products, processes, employees, culture, and collaboration (Fenlon & McEneaney, 2018; Porfirio et al., 2020). The study by LaClair and Rao (2002) analyzes the success rate of such holistic organizational initiatives. They compare the change initiatives of 40 organizations in different industries and show that 58% of organizations failed to achieve their goals and another 20% only partially achieved their goals. A review of the common success factors of organizations with high levels of goal achievement showed the constant involvement of leaders at all levels (LaClair & Rao, 2002). Leadership theory was able to deduce decades ago that the involvement and capability of leaders are decisive components of the success of transformation projects. Independent studies, such as the by Hambrick and Mason (1984), who introduced macro-organizational theory, or by change luminary Peter Drucker (1999), created the basis for further analyses and recommendations on conducive leadership behaviors, styles, and characteristics (Schoemaker & Day, 2021; Gilley et al., 2009). If we examine the specific change process of digital transformation, a survey from 2015 illustrates that 90% of CEOs consider digitalization have a significant impact on their industry, although only 25% surveyed are prepared for the changes as part of an implementation concept (Taylor, 2015). This is also reflected in the academic community, which reached a consensus on the coherence between the effectiveness of digital transformation and the influence of leaders. However, few academically based analyses on the influences of specific characteristics exist, such as leadership behavior or leadership style, and their practical implications (Porfirio et al., 2021). Given this background, it is of entrepreneurial relevance to resolve the uncertainties and identify the potentials of successful leadership in the digital age, which may stand for the continued existence of companies, especially traditional companies in German industry. The dissertation is dedicated to this highly relevant set of topics, and it examines the mechanisms of leadership in the digital age from different research perspectives with the aim of creating a profound theoretical basis and thus contributing to the further development of theoretical and entrepreneurial understanding. To achieve this goal, this thesis presents three articles that examine empirical data obtained either by the author or through published scholarly articles. The first article reviews the state of research in the topic area through a systematic literature review and identifies the characteristics of effective leadership behavior in the digital age based on theoretical findings. Papers two and three provide a scientific evaluation of empirical data collected by the author herself. Paper two addresses the identification of leadership trends in the digital age. Since paper one and two conclude that “digital collaboration” in the leadership context is highly relevant from the perspectives of theory and practice, the third paper is devoted to this topic exclusively within the framework of a qualitative survey of leaders and experts. In addition, it is combined with an analysis of the effects of the COVID-19 pandemic on this regard. A brief overview of these essays is provided as follows. Article 1: Effective Leadership Behavior in the Digital Age: A Review and Research Agenda The first article presents the current state of the discussion and research on the emerging topic of leadership behavior in the digital age. In recent years, the number of publications on this topic has increased, but a systematic review of the literature is still lacking. The article addresses this circumstance, and it aims to identify the manifold theoretical contributions, to summarize the results in a structured way, and to derive implications for business and future research proposals. The results of the articles are based on 49 selected scientific articles which present eight leadership behaviors that are rated as conducive to dealing with digital transformation. These are categorized according to Fiedler’s (1966) effectiveness model into task- and relationship-related criteria. To employ the identified behaviors, it is additionally deduced that leaders require awareness, willingness and readiness concerning the opportunities and risks of digitalization. Article 2: New Ways of Leadership in the Digital Age: These Trends are Forcing Leaders to Rethink their Existing Leadership Styles To achieve a holistic and generic understanding of future leadership challenges in the context of digitalization, the next article focuses on examining leadership trends. To identify these seminal implications, the methodology used is a combination of an in-depth expert workshop and a systematic literature review. By selecting the chosen exploratory research design, it is possible to compare leadership trends from theory and practice and identify 21 trends. These are assigned to the following derived, superordinate trends: change of leadership role (individual level), change of collaboration (team level), and change of organizational environment (organizational level). The article thus answers the research question of identifying and characterizing current leadership trends and contributes to the decuviation of common focal areas, as well as differences in leadership trends according to the current state of science and practice. Article 3: Successful Collaboration in the Digital Age and the Potential Effects Caused by COVID- 19 in this Regard Building on the findings of the first and second articles, the leadership topic of “digital collaboration” is addressed separately due to its identified relevance to both economics and science. The author applies a qualitative–explorative research design to obtain a detailed picture of the aspects of digital collaboration. For this purpose, after a systematic literature review, experts and leaders in German industry are interviewed about the success factors and challenges of digital collaboration. Because the survey period took place after the third wave of the COVID-19 pandemic, the resulting effects for digital collaboration had to be considered. After analyzing the qualitative interviews and processing the obtained data, seven key factors for digital collaboration were identified, which are divided among the individual, team, and organizational levels. From a practical perspective, the study shows the need for HR support to professionalize systematically this leadership tool and hence empower leaders. The theoretical contribution consists of the analysis and description of the fundamental factors of collaboration in the digital age.
... These studies have been predominantly quantitative and focused on changes in employee attitudes and behaviors due to fluctuations in breach and fulfillment perceptions (e.g., Conway and Briner 2002). Simultaneously, a smaller body of qualitative studies have identified the construction of responses to PC evaluations, highlighting the sensemaking processes triggered by PC breach and illustrating that employees do not passively reciprocate negative events such as breach (Bankins 2015;Chaudhry et al. 2009;Parzefall and Coyle-Shapiro 2011;van der Schaft et al. 2020;Woodrow and Guest 2020). PC theory states that breach triggers a sensemaking process (Morrison and Robinson 1997), and previous research has explored how employees make sense of such events (Bankins 2015;Parzefall and Coyle-Shapiro 2011). ...
This study explores cultural differences in the sensemaking process of employees following psychological contract evaluations. Data from 20 Belgian and 21 Chinese employees were collected using qualitative methods. An analysis of 94 critical incidents relayed by the employees reveals the attributional, emotional, and behavioral reactions that are triggered by psychological contract under-, exact-, and over-fulfillment. Our findings suggest that supervisors were seen as directly responsible for most of the employees' psychological contract evaluations. Emotional responses are more complex in the process of attributing responsibility. Behavioral actions are subsequently used to deal with three types of psychological contract evaluations. A number of subtle differences are found between the Belgian and Chinese employees. The results highlight the unfolding and dynamic nature of the psychological contract in cultural comparisons.
