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This article analyses the ‘enterprise’ discourse (Miller & Rose, 1990; Rose, 1989) that endeavours to reinvent employees as responsible, autonomous, self-regulating, customer-focused, team players. In this study of a major UK bank, the staff both endorsed and turned the enterprise discourse...
This article investigates the human resource management practices that underpin a specific model of organizing knowledge-intensive business services (KIBS). Drawing on data from four countries, it examines HR practices in two global IT services firms — EDS and IBM. The market for IT services...
From a constructionist perspective, we examine how non-managerial employees make sense of the part played by other people in shaping their careers. Taking as our starting point the methodological limitations of existing research into career shapers and arguing for a perspective that starts with...
By combining quantitative and qualitative methods of study, we develop a comprehensive model of top management behaviors, perceived management credibility, and employee cynicism and outcomes. Specifically, we identify managerial behaviors that affect employees’ perceptions of two components of...
This study deepens our theoretical and practical understanding of work—family balance, defined as the ‘accomplishment of role-related expectations that are negotiated and shared between an individual and his/her role-related partners in the work and family domains’ (Grzywacz & Carlson,...
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