The Need for Speed: Agility Selling

In turbulent business times, organizations have sought to become more agile. Organizational agility has been asserted to require workforce agility, but thus far, little focus has been given to workers. Traditionally, salespeople have sought ways to differentiate themselves and create advantage for customers. This paper asserts that, in order to continue this tradition of differentiation and advantage, salespeople must engage in agility thinking. Agility has been studied as it applies to manufacturing processes and other firm activities. Agile salespeople have a mental dexterity at the point of customer contact. They are quick to observe opportunities and are able to anticipate customers’ ever-changing needs, wants, and preferences. This paper presents a framework for agility selling, applying concepts from the agility manufacturing literature and proffering distinct characteristics of sales force agility.     

THE ABSTRACT SUBLIME: Life as information waiting to be rewritten

We report here on a series of interaction-intensive, interdisciplinary workshops to foster collaboration among those who teach, study, and engage with the public about scientific developments and social change—the New England Workshop on Science and Social Change. We include one line of thinking that fed into the workshops and present an analysis of how they contribute to participants developing their interest and skills in collaboration. Workshop evaluations suggest that people are moved to develop themselves as collaborators when they view an experience or training as transformative. Four R's—respect, risk, revelation, and re-engagement—point to the important conditions for interactions among researchers to be experienced as transformative. Three considerations lie behind the focus on the process side of the workshops, not the specific workshop topics: (1) how best to fill in for readers what they missed out on by not being there; (2) workshops and meetings are a ubiquitous part of the culture of science and technology studies (STS) so it is valuable to examine this aspect of our own culture with a view to promoting positive changes; and (3) in some scientific fields organized multi-person collaborative processes form a highly valorized aspect of the culture of science, so reflection on experiences of participation and collaboration in STS might inform our analyses of fields that emphasize collaboration and group processes. Indeed, the authors' own involvement in the workshops extends our own STS work on actor networks and ‘heterogeneous engineering’, that is, the mobilization of a variety of resources by diverse agents spanning different realms of social action.     

Slim Futures and the Fat Pill: Civic Imaginations of Innovation and Governance in an Engagement Setting

Innovation politics is seen as an ever more central area of public policy, and as a key means for shaping societal futures. Particularly in Europe, with its history of controversial public debates about innovations, the idea that scientific progress is automatically equated with societal progress seems hard to sustain. Broader public participation within techno-scientific governance seems necessary; though who is to participate in which form often remains unclear. Increasingly, when the innovation process is discussed in both policy and academia, the question of when public engagement should take place in the innovation process is addressed using common models such as ‘upstream engagement’. However, these discussions about public engagement often assume a top-down approach, and pay little attention to citizens' perspectives. To address this gap in the literature, this article will ask the following questions: what tacit understandings of techno-scientific innovation and governance do citizens have; and how do they relate their understandings of the form, structure and dynamics of these innovation processes to their visions of governance and participation? How do specific cultural forms of conceptualising innovation open up or close down particular possibilities of governance and public participation, hence privileging the involvement of certain actors and not others? To address these questions, we analyse the discussions in a long-term public engagement setting involving both genome scientists and citizens in Austria.     

Book Reviews

Abstract

Johnson, J.V., & Hohansson, G. (Eds.)- (1991). The psychosocial work environment: Work organization, democratization and health. Essays in memory of Bertil Gar dell. New York: Baywood. pp. 335. ISBN 0-89503-078-0 (hardback). ISBN 0-89503-077-2 (paperback).

Shackel, B., & Richardson, S. (Eds.) (1991). Human factors of informatics usability. Cambridge: Cambridge University Press. Pp. 438. ISBN 0-521-36570-8. Hardback £35.00

Frese, M., & Brodbeck, F.C. (1989). Computer in Büro und Verwaltung. Berlin: Springer. Pp. 237. ISBN: 3-540-50774-4. DM 88. Published in German.     

Key questions regarding work engagement

This article discusses the concept of work engagement and summarizes research on its most important antecedents. The authors formulate 10 key questions and shape a research agenda for engagement. In addition to the conceptual development and measurement of enduring work engagement, the authors discuss the importance of state work engagement. Further, they argue that the social context is crucial and may set the stage for a climate for engagement with an important role for management. Engaged employees conserve their own engagement through a process of job crafting. After discussing possible dark sides of engagement and the relationship between engagement and health, the article closes with a discussion of organizational interventions to increase work engagement.     

Employee reactions to flattening organizational structures

This article examines the effectiveness of a newly introduced integrative structure and its impact on employee job perceptions in an aircraft maintenance organization. It is not common to find studies, that relate such changes to lower level employee reactions. The implementation of the change programme involved a system-wide approach incorporating both structural and cultural change. Using a retrospective methodology we assessed employee reactions to the changes introduced. We found that both intrinsic job satisfaction and job characteristics perceptions improved in the new integrative organization. The fact that positive findings have been identified when other studies found no relationship between such changes and attitudinal outcomes illustrates the efficacy of a system-wide approach to change. Extrinsic satisfaction and organizational commitment however did not improve. This can perhaps be explained by the fact that the latter areas are concerned with factors outside the direct completion of the job and may take much longer to change if indeed they can be shown to change over time at all.     

Towards a multilevel approach of employee well-being

In this commentary, I respond to Ilies, Aw & Pluut’s (Intraindividual models of employee well-being: What have we learned and where do we go from here?, European Journal of Work and Organizational Psychology, in press) call for a theory that distinguishes between traits and states of employee well-being. I use Job Demands–Resources theory to illustrate how we may integrate within- and between-person approaches and findings to design an overall multilevel model of employee well-being. My perspective builds on Ilies et al. and recent findings of research combining relatively stable “traits” with fluctuating states of employee well-being. My goals with this commentary are three-fold: (1) give more insight into possible differences between variables at different levels of analysis; (2) use research to show how trait and state levels of (predictors of) employee well-being may interact; (3) propose a multilevel model that may stimulate future research on the topic.     

There is more than obeying display rules: Service employees’ motives for emotion regulation in customer interactions

Although research has focused on how service employees regulate their emotions, few studies have explored why they do so. In this article, we first described which kinds of motives for emotion regulation exist in customer interactions. Second, we investigated how the motives are related to four emotion regulation strategies. The application of an explorative approach resulted in a list of 10 motives, which could be classified into the three motive categories: pleasure, prevention, and instrumental. Hierarchical linear modelling of 421 reported service interactions from a diary study revealed that the motive categories were differently related to the emotion regulation strategies. Motives of the instrumental category were only significantly positively related to surface acting. Motives of the pleasure category were positively related to deep acting and automatic regulation as well as negatively related to surface acting and emotional deviance. Motives of the prevention category were positively related to deep acting, surface acting, and emotional deviance as well as negatively related to automatic regulation. These results can be used by organizations not only to enhance the motivation of employees towards emotion regulation, but also towards more authentic emotional expressions.     

Stability and change model of job resources and work engagement: A seven-year three-wave follow-up study

Using the stability and change model, conservation of resources theory and the job demands-resources model, this study aimed to determine: (1) the extent to which work engagement and job resources can be explained by a component reflecting stability and a component reflecting change in these constructs, and (2) the strength and direction of the relationship between work engagement and job resources when their stable components are controlled for. The study was carried out among 1,964 Finnish dentists over a seven-year time period (2003–2010), using a three-wave dataset. Some of the dentists had changed jobs during the follow-up, and therefore the research questions were validated among groups of job stayers and job changers. The stability and change models were examined using structural equation modelling. The results showed that 69–77% of the variance of dentists’ work engagement, and 46–49% of the variance of job resources was explained by the component reflecting stability. However, although there was a positive relationship between job resources and work engagement, the primary direction of this relationship could not be determined. Either job resources or work engagement may be considered as the initiator of this relationship. Job change did not affect the results.     

Organizational justice and extrarole customer service: The mediating role of well-being at work

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.