Susan E. Jackson

Rutgers, The State University of New Jersey | Rutgers · Department of Human Resource Management

As environmental concerns draw worldwide attention, the so-called green behavior of employees is recognized as important for successful implementation of environmental management policies. We develop and test a conceptual model that describes how the normative cues sent by leaders and work team members in combination with country culture norms infl...

This is the concluding chapter in a volume that focuses on environmental sustainability and human resource management (HRM) research and describes how the effective use of so-called green HRM practices can contribute to the improved environmental performance of organizations. Together, the chapters in this volume provide evidence to support the ass...

To understand the conditions that support employee green behavior across cultures, we develop and test a conceptual model that describes how normative cues from work team leaders and peers in combination with country cultural norms shape discretionary green workplace behavior. Data from 1,605 employees in five countries indicate that power distance...

As environmental concerns continue to draw attention from governments, businesses, and citizens worldwide, the so-called green behaviors of employees are being recognized as important for both the successful implementation of environmental management policies and as sources of upward influence that can hasten managerial responsiveness to environmen...

As businesses experience greater pressures from a variety of stakeholders concerned with promoting a balanced approach to managing the competing demands for increased profitability, improved social conditions, and restoring the health of planet earth, new opportunities arise for HRM scholars and professionals to contribute to the pursuit of sustain...

This study proposes and tests a model grounded in resource-based theory to describe how the formal rules embedded in an organization’s green human resource management (GHRM) combine with informal cues communicated by members of the firm’s upper echelon, including the CEO and members of the top management team (TMT), to affect a firm’s environmental...

Human resource management (HRM) professionals use the term “strategic human resource management” to convey their thinking that effective strategic HRM contributes to business effectiveness. While many HRM scholars have this understanding of what “strategic HRM” means, the meaning of this term has varied across time, between cultural contexts, and a...

The growing awareness of and regulations related to environmental sustainability have invoked the concept of green human resource management (GHRM) in the search for effective environmental management (EM) within organizations. GHRM research raises new, increasingly salient questions not yet studied in the broader human resource management (HRM) li...

This is an extensive annotated bibliography that may be useful to scholars who are interested in a broad overview of the field of strategic human resource management. The bibliography is available at: http://www.oxfordbibliographies.com/view/document/obo-9780199846740/obo-9780199846740-0034.xml?rskey=rwhrxg&result=93#obo-9780199846740-0034-div1-000...

Little systematic research has been done on strategy implementation, yet there is a body of work providing guidance for implementation efforts. The authors examine three basic collections of work on resources and governance, managing human capital, and accounting-based control systems, explaining how these issues have implications for strategy impl...

Most of the research and writing in strategic management focuses on the formulation of the most appropriate strategies. Selecting the best strategy for firms to follow is very important to achieve and maintain a competitive advantage. However, many strategies fail not because they are improperly formulated, but because they are poorly implemented....

Using a sample of 162 R&D teams, we investigated the influence of HRM systems for knowledgeintensive teamwork on external team knowledge acquisition and internal team knowledge sharing. This study also examined the interactive effect of HRM systems and knowledge tacitness and the combined influence of HRM systems and empowering leadership. HRM syst...

This handbook contributes to our understanding of strategy implementation and identifies considerable opportunities for future research on this important process, with a focus on resources, governance, human capital, and accounting-based control systems.

Employee performance often moves in lockstep with job satisfaction. Using the 2015 Federal Employee Viewpoint Survey, we have identified important and common management and labor needs across more than 80 federal agencies. Drawing on the vast trove of organizational science research that examines the effects of organizational designs and processes...

As China shifts its development model from focusing on economic growth at all costs to a model in which economic growth is balanced with solving pressing societal and environmental problems, there is an increasing need for management research on building sustainable organizations in China. This collection of papers focuses attention on the role of...

This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assess the cross-level effects of unit-level relationship- and task-related faultli...

After briefly describing the meaning, importance and nature of workplace diversity, this article explains the different types and structure of diversity present in modern organizations, summarizes the known consequences of workplace diversity, and discusses the managerial consequences of diversity. Diversity management requires implementing organiz...

This study examines the joint effects of diversity composition (as manifested in faultline strength) and diversity management (as manifested in diversity climate) on loyal behavior. Using data gathered from a sample of 1,652 managerial employees in 76 work units, we assessed the cross-level effects of unit-level relationship- and task-related fault...

Using a sample of 588 employees in 59 work teams, we tested a model that situates personal learning within the context of teams, viewing it as a joint function of teams' leadership climate (i.e., transformational leadership) and task characteristics (i.e., task routineness and task interdependence). Consistent with our hypotheses, we found that the...

Drawing on a multilevel model of motivation in work groups and a functionalist perspective of citizenship and socially responsible behaviors, we developed and tested a multilevel model of voluntary workplace green behavior that explicates some of the reasons why employees voluntarily engage in green behavior at work. For a sample of 325 office work...

The field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the field's history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematicall...

Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stak...

In this interview, Dr Susan E. Jackson provides insights on the topics of burnout, diversity, global talent management, cross-cultural management, strategic human resource management (HRM), and environmental sustainability. Highlighting the personal and professional foundations of her work, she describes how her research journey has blended ideas f...

Using a sample of 162 R&D teams, we investigated the influence of HRM systems for knowledge-intensive teamwork on external team knowledge acquisition and internal team knowledge sharing. This study also examined the interactive effect of HRM systems and knowledge tacitness and the combined influence of HRM systems and empowering leadership. HRM sys...

Using a sample of 56 science research teams, the authors examined (a) the relationships between qualities of team internal and external networks and team performance and (b) the moderating impact of task routineness on these relationships. The authors argued that the mixed empirical results of past studies investigating the relationship between int...

Each of the six articles in this Special Issue on “Greening Organizational Behavior” offers a perspective that provides unique insight and enriches our understanding of organizational greening. As a set, the articles span all levels of analysis, from a study of individual differences to an investigation of leadership dynamics to the analysis of fir...

The behavioral perspective of human resource management (HRM) is one of several alternative theoretical lenses for understanding why firms differ in their approaches to managing employees, and a broad array of consequences that follow from differing approaches to managing employees. The theory’s central management insight is that HRM systems are mo...

This study examines the effects of educational specialty and nationality faultline strength on the team processes of task-relevant information sharing and social interactions and subsequent team performance using data from 308 individuals working in 50 student project teams. We found that educational specialty faultline strength negatively predicte...

Management and Organization Review Special Issue on ‘Building Sustainable Organizations in China’ - Volume 8 Issue 2 - Chris Marquis, Susan Jackson, Yuan Li

Management and Organization Review Special Issue on ‘Building Sustainable Organizations in China’ - Volume 8 Issue 1 - Chris Marquis, Susan Jackson, Yuan Li

Burnout research over the past 30 years has yielded both knowledge and tools to apply to interventions at unit and organizational levels. Examples of innovative partnerships between researchers and practitioners point to the importance of multi-level approaches in generating relevant and effective solutions to the burnout problem.

Chapter 1, “Portrait of a Slow Revolution Toward Environmental Sustainability,” by Susan E. Jackson, presents a brief historical overview of the evolving environmental revolution. In addition to reminding readers of a few key events that heightened the public’s concern about environmental issues, this chapter introduces several of the regulations,...

Deep -rooted respect and reverence toward the natural environ-ment is evident in many religions and ancient cultural traditions worldwide (see Dudley, Higgins -Zogib, & Mansourian, 2005). As early as the 13th century, landscapes such as Mongolia ' s Bogd Khan Uul Strictly Protected Area, which is perhaps the world ' s oldest national park, have bee...

In this chapter, we focus on the current state of North American HRM practice and scholarship in larger public and private sector organisations, while recognising that it will continue to evolve and change in response to dynamic business conditions. Our discussion begins with a broad overview of the context within which the practice of North Americ...

As concerns about environmental degradation are becoming increasingly salient in all domains of life, businesses face increasing pressure from their stakeholders—governments, shareholders, customers, and employees—to adopt environmentally friendly policies and practices. Organizational efforts in this domain, however, typically focus on strategic q...

The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regard...

The topic of environmental sustainability is generating increased concern among business executives, governments, consumers, and management scholars. As these stakeholders struggle with the challenges and opportunities presented by an array of environmental issues, HRM scholars and practitioners alike have been relatively slow to engage in the ongo...

Prior research on trust and knowledge creation has primarily focused on organisational or team-level knowledge creation and the dyadic nature of trust without considering social contexts. This study explores how the extent to which team members are trusted by teammates in their networks (co-worker trust) is associated with the creation of new knowl...

In this chapter, we report the current state of our knowledge about the interpersonal dynamics that unfold within (usually) colocated work teams and small work units, as well as the consequences of such dynamics. Throughout this chapter, we use the term work team to refer to organizational units of at least 3 and seldom more than 50 employees with...

The topic of environmental sustainability is generating increased concern among business executives, governments, consumers, and management scholars. As these stakeholders struggle with the challenges and opportunities presented by an array of environmental issues, HRM scholars and practitioners alike have been relatively slow to engage in the ongo...

The topic of environmental sustainability is attracting increased attention among management scholars. Despite its importance to managers, employees, customers and other stakeholders, however, there is very little scholarship that considers the role of human resource management systems in organizations striving to achieve environmental sustainabili...

IntroductionDiversity and Cooperation Within TeamsDiversity and Cooperation Between TeamsOrganization Demography as The Context for CooperationConclusions and Directions for Future ResearchReferences

This chapter discusses the social dynamics of knowledge creation and knowledge sharing, which are two aspects of the knowledge work that is central to innovation in today's organizations.

Most management problems involve multilevel phenomena, yet most management research uses a single level of analysis. A micro or a macro lens alone yields incomplete understanding at either level. Multilevel research addresses the levels of theory, measurement, and analysis required to fully examine research questions. This forum presents multilevel...

This study investigated the relationship between organizational context characteristics and personnel practices. The following organizational characteristics were hypothesized to influence personnel practices: industry sector, the pursuit of innovation as a competitive strategy, manufacturing technology, and organizational structure. In addition, o...

cJrlirlll ark (KIT~i.ork) r,trrr hr it so11 r.r,r oj'susinitir'd ro)ilperiiice adrur~ru!+' to1 JI~.ilrs ihui pra.sue a ~:ur.irf~. ~~~.TII.IIIPJ~I~ ~S utld C'~IJIJIPI~ in a crnicr)~ oj inriit.rrries. KIT11.ork is n t~l~rlii-rli~~~en.ri(~~~~~I, ~~r~llfi-ler!el so('io1 process lhui pronlores knoli./edig!lr ,flnrt.s n-irhin o~id heicr~en o,:qani:arions...

Drawing on social identity theory and status-based perspectives, we describe how in-group/out-group dynamics affect performance differences and earnings inequalities between members of higher-status majorities (whites, males) and lower-status minorities (people of color, women). Among sales employees on 437 teams in 46 units of a large company, tea...

This document explains how to create a metric to represent the strength of faultlines that are present within groups. It operationalizes the approach described in Shaw, J. B. 2004. The Development and Analysis of a Measure of Group Faultlines,Organizational Research Methods, DOI: 10.1177/1094428103259562 See the SAS code: https://www.researchgate....

The past quarter century has witnessed many developments in the research and practice of managing human resources in the United States. In this article, we briefly describe two major areas in which these developments have been unfolding: strategic human resource management and international human resource management. Across these two areas of activ...

IntroductionAddressing the Concerns of Multiple StakeholdersLinking Performance Management Practices to Business StrategyDesigning an Integrated and Coherent Human Resource Management SystemContinuous Monitoring, Evaluation, and RevisionReferences

Prior research on demographic diversity in work teams has yielded mixed results, with the effects of team diversity ranging from positive to neutral to negative. This article shows that an improved understanding of the relationship between team diversity and team performance can be reached by considering the combined effects of team diversity and d...

Integrating institutional theory with social-psychological perspectives we conducted a cross-level investigation of gender and ethnicity based pay inequity in a Fortune 500 firm. Data from 3318 sales employees nested in 437 teams across 46 regions revealed that performance partially mediated the relationship between pay and ethnicity after accounti...

Across the world, companies are forming some of the most complex and exciting collaborations in the business world: cross-border alliances (CBAs). Yet while this offers multinational companies a way into the global marketplace, there is no guarantee of success. This book looks at the business and human resource issues arising in these complex colla...

This textbook focusses on management competencies such as communication, planning and administration, decision making, strategic action, self management, global awareness and team work.

Sixty-three studies published in the years 1997–2002 are reviewed to assess the effects of workplace diversity on teams and organizations. Four major questions are considered: Which personal attributes have diversity researchers studied in recent years? What has been learned about the consequences of diversity for teams and organizations? What has...

Sixty-three studies published in the years 1997–2002 are reviewed to assess the effects of workplace diversity on teams and organizations. Four major questions are considered: Which personal attributes have diversity researchers studied in recent years? What has been learned about the consequences of diversity for teams and organizations? What has...

This article summarizes the results and conclusions reached in studies of the relationships between race and gender diversity and business performance carried out in four large firms by a research consortium known as the Diversity Research Network. These researchers were asked by the BOLD Initiative to conduct this research to test arguments regard...

Personalvorstände — im Sinne von Human Resource Leaders — werden von fast allen mittleren und großen Unternehmen eingesetzt. Ihre besondere Aufgabe besteht dahin, die Personalpolitik mit der Unternehmenspolitik zu verknüpfen. Hierdurch werden Produktivität, Arbeitsqualität und Wettbewerbsvorteile geschaffen.

INTRODUCTION The growing sophistication of research on diversity in organizations parallels the evolution of organizations into increasingly complex and dynamic forms. More than a decade ago, Miles and Snow (1986) described a futuristic network organization characterized by constantly evolving inter-team linkages that allow organizations to quickly...

This chapter describes the many roles of HR leaders and HR staff, with particular attention given to their roles within companies involved in international joint ventures, mergers and acquisitions.

Partnerships, alliances and international joint ventures among two or more firms are becoming increasingly common.

Mergers and acquisitions are increasingly being used by firms to strengthen and maintain their position in the market place. They are seen by many as a relatively fast and efficient way to expand into new markets and incorporate new technologies. Yet their success is by no means assured. To the contrary, a majority fall short of their stated goals...

This is a brief introduction to the Special Issue, prepared by the guest editors of the issue.

Innovationsstrategien (neue Produkte, neue Dienstleistungen), die in einem Unternehmen angestrebt werden, verlangen angemessene Human-Resources-Maßnahmen. Sie müssen antizipiert werden und flexibel sein. Ziel ist es, daß ein Unternehmen auf den Wechsel vorbereitet ist, ihn schnell und wirksam durchzusetzen. Angemessene Maßnahmen werden im einzelnen...

Führungskräfte und deren Mitarbeiter müssen akzeptieren, daß der Wandel im Umfeld von Unternehmen notwendig ist und einen kontinuierlichen Prozeß darstellt. Es ist erforderlich, alle Einflußfaktoren zu erkennen und den Prozeß des Wandels so gut wie möglich zu verstehen. Im Bereich des Human Resource Management können dann spezielle Maßnahmen gefund...

We evaluated the impact of human resource (HR) managers' capabili- ties on HR management effectiveness and the latter's impact on corpo- rate financial performance. For 293 U.S. firms, effectiveness was asso- ciated with capabilities and attributes of HR staff. We also found rela- tionships between HR management effectiveness and productivity, cash...